SCHOOL OF MANAGEMENT

iaelyon School of Management: a responsible native School of Management

PRME & UN GLOBAL COMPACT Report 2013-2015

iae.univ-lyon3.fr

Contents

A word from the Dean | p.7

iaelyon: Presentation, vision and missions | p.9

iaelyon: key figures | p.11

Principles 1 & 2: Purpose and Values | p.13

Principle 3: Methods | p.21

Principle 4: Research | p.29

Principle 5: Partnerships | p.33

Principle 6: Dialogue | p.37

Annexes | p.41 iaelyon School of Management: A responsible native School of Management Edited by PRME & UN GLOBAL COMPACT Jérôme Rive, Dean Report 2013-2015

Contributors iaelyon has been a member of PRME and Marc Bonnet, Executive Dean the UN Global Compact since 2013. This [email protected] report is the School’s first progress report drafted in order to share insights on the Catherine Parmentier, Director of Communications developments implemented from that date. [email protected] Subscribing to the PRME and UN Global Valérie Pelazzo-Plat, Executive Officer Compact principles has helped the School [email protected] both strongly state its responsibility Lorella Pignet-Fall, Project Manager, commitments towards the various internal Socially Sensitive & Responsible Management, Societal and external stakeholders and structure its Responsibility new developments. [email protected] In this report, the iaelyon activities and progress, highlighting its involvement in a genuinely responsible approach, are set out according to the six PRME principles. A WORD FROM THE DEAN

At iaelyon, we believe that the societal responsibility mission reflects the founding values of our School of Management and guides its developments in terms of programs, research and support activities toward our stakeholders in all their diversity. We understand that our own practices should serve as example of the values and attitudes we want to convey to our students. The impacts of all our activities on the world and the city are significant.

This responsibility applies daily to the reality of our respective professions. It is integrated into our School’s strategy and overall operations. Our responsibility cannot consist in a superficial speech to meet reference or standard requirements. It helps in optimizing our collective achievements and giving them a meaning in which we believe and which we intend to share widely. The current and future managers we educate should contribute to the sustainable prosperity of businesses and organizations, to their international openness and to their long-lasting territorial roots.

I am also pleased to confirm that the School supports the Ten Principles of the United Nations Global Compact in the areas of Human Rights, Labor, Environment and Anti-corruption.

I am very happy that this first Communication on Engagement Report offers the School an opportunity to share widely with our stakeholders the insights on its responsible commitment and its aim to educate socially sensitive and responsible managers.

Jérôme Rive, Dean, iaelyon School of Management

iaelyon School of Management - PRME & UN GLOBAL COMPACT Report 2013-2015 SCHOOL OF MANAGEMENT 7

IAELYON PRESENTATION, VISION AND MISSIONS

iaelyon presentation iaelyon was established 60 years ago within Gross National Product in Europe. iaelyon is public University Jean Moulin. It is now particularly sensitive to the impacts its activities the largest Business Administration and have on its territory, not only in economic and Management Higher Education and Research financial terms but also in terms of society and institution after Paris in France. The specificities image. iaelyon measured its various impacts of its education and research approach relate through the Business School Impact Survey to the founding principles of its creator, Gaston (FNEGE/EFMD) in 2012. Berger, businessman and philosopher. As part of its vocation within public University, iaelyon offers a complete range of programs at iaelyon aims for excellence and added value all levels of education (Bachelor’s, Master’s, PhD creation by developing each student according & Executive DBA), and all types of education to his/her talents. Teaching is nurtured by the (pre-experience, field-based and continuing iaelyon faculty, research works in the frame of education) and covers all management fields its Research Center where various management with over 50 specialized Master’s programs. research methods are practiced: qualitative iaelyon pursues a development model ensuring methodes, quantitative methods, action research constant integration of research, education and and qualimetric intervention research. business practice activities with an approach The institutional motto “Think Large” reflects to a management philosophy in dialogue with a mindset which combines adaptation and the Social Sciences and the Humanities. Since openness. This entails in particular the its origin, partner relations have been at the development of education programs integrating heart of its mission as well as responsiveness to the Management and Humanities dimension stakeholders‘ needs. The iaelyon’s activities are and the promotion of a vision of Business very strongly rooted in its surrounding territory Administration and Management research open while having an international reach. It should be to the diversity of methodological approaches emphasized that the Rhône-Alps region is the and epistemological positions. second region for innovation and development and the 8th European region in terms of

Missions

Vision • Educating socially sensitive and responsible managers in cross-disciplinary and specialized iaelyon upholds a vision of programs. management that is open to the world and proud of its • Producing, questioning and disseminating humanistic mindset. iaelyon management and business knowledge to think serves and acts globally as a large and innovate. bridge between Management, • Creating the conditions for Agoras bridging Social Sciences and Humanities. academic, socio-economic and institutional Worlds.

iaelyon School of Management - PRME & UN GLOBAL COMPACT Report 2013-2015 SCHOOL OF MANAGEMENT 9 iaelyon key figures More than 7,000 students in pre-experience, field based and continuing education programs (of which 3,000 Master’s students). A network of over 45,000 Alumni

A FULL SERVICE General, selective and professional Bachelors’, Masters’, SCHOOL MBA, Ph.Ds and Executive DBA offer a full and unique range of programs. iaelyon, which has always promoted double skill programs, is also the first regional pole for Education in Chartered Accountancy and Audit and the first regional center for Ph.D. education in Management. Over 150 permanent faculty staff and scholars, over 70 international visiting professors, over 400 practitioners

A RESEARCH CENTER WHICH The iaelyon research activities and knowledge creation guarantee GUARANTEES THE QUALITY the quality of teaching which is nurtured by the latest scientific OF PROGRAMS advances and managerial innovations and contribute to the production of skills.

150 INTERNATIONAL ACADEMIC PARTNERSHIPS

50% OF THE PARTNER iaelyon relies on the strength of its network of 150 partner SCHOOLS AND UNIVERSITIES Universities and Schools spread over 50 countries to offer the best ARE INTERNATIONALLY opportunities in student and academic mobility, to develop double- ACCREDITED (AACSB, EQUIS, degrees and provide a range of off-shore programs. EPAS, AMBA, ...)

OVER 800 SOCIO-ECONOMIC PARTNERS

IAELYON IS SERVING The links with businesses are the cornerstone of the iaelyon BUSINESS DEVELOPMENT commitment to educate managers ready to cope with the evolutions and changes of the socio-economic world.

OVER 250 MILLION EUROS/YEAR, 900 JOBS CREATED PER YEAR IAELYON HAS MAJOR The iaelyon economic weight makes it one of the main actors in IMPACTS UPON ITS REGION the Lyon Metropolis and the Rhône-Alps region. The Business School Impact Survey (BSIS), a tool developed by the FNEGE and the EFMD, estimates that the iaelyon total financial impact reaches 257,3 millions Euros per year, while 903 jobs have been created through its activities.

11

P1-2 PRINCIPLES 1 & 2: PURPOSE AND VALUES

Principle 1 Principle 2 We will develop We will incorporate the capabilities Purpose into our academic Values of students to be activities and future generators curricula the values of sustainable of global social value for business responsibility as and society at large and to work for an portrayed in international initiatives such as inclusive and sustainable global economy. the United Nations Global Compact.

Framework and Strategy

The introduction to the PRME report, signed challenges of the 21st century. This report is in by the Dean specifies that “CSR has been part line with this approach. of the iaelyon’s DNA since its origin” 60 years Today, iaelyon pursues the mission of opening ago. This needs some explanation. Like the the academic world to its social responsibility. other IAE in France, iaelyon owes its creation With over 7,000 students, iaelyon enhances its to Gaston Berger, then Director of Higher mission as a responsible stakeholder in relation Education at the Ministry of Education, where he with other sustainable development stakeholders worked for the democratization of universities. in the Lyon Metropolis and the Rhône-Alps- Gaston Berger was both a man of thought and Auvergne region. iaelyon acts indeed mainly a business man who also studied at University. on a territory of over 7.8 million inhabitants He was a humanist philosopher, founder of the whose prosperity is highly dependant on the prospective movement in France, an approach capacity of businesses and organizations to to decision-making theories which requires to innovate. It is necessary to face the challenges “think large, ahead and in-depth, think about of economic gobalization in a region which has man and take risks” (Berger, 1959). He an industrial economic base. In this context, thus created the IAE (Institutes of Business iaelyon has already showed its clear legitimacy Administration) in France, which then became and societal responsibility in its regional territory University Schools of Management aiming to (and beyond) by upholding and expanding its educate business executives and leaders by participation in the territory’s developments fostering upward social mobility. One of the through the following actions: purposes was to help students from various • iaelyon has educated tens of thousands backgrounds access executive positions: he of young people in the last decades while particularly believed in diversity and in the making them pay a symbolic university fee need to expand and renew ‘elites’ in the field (less than 7% of the program real cost) and of management. Gaston Berger also applied preparing them for sustainable employability. the same principles to Engineering Schools by These students have not only been educated creating the INSA (National Institutes of Applied in management techniques but they have also Sciences). benefited from a socio-cultural openness. Many Since the foundation of the IAEs, there has of them also have had the opportunity to gain been a will to integrate social responsibilty in a year-experience abroad in the frame of the these schools of business administration and iaelyon partnerships with universities across management. On the occasion of the iaelyon’s four continents. The alumni have spread across 60th anniversary in 2016, a time for reflection businesses in the Rhône-Alps region and all over was launched to take stock of the achievements France and abroad, bringing in their innovative as regards the School’s founding values. management and sustainable economic iaelyon CSR purposes had to be revisited and development skills. updated too in order to better meet the societal

iaelyon School of Management - PRME & UN GLOBAL COMPACT Report 2013-2015 SCHOOL OF MANAGEMENT 13 • iaelyon educated many engineers in • iaelyon also emphasises the Management by providing them with a double internationalization of its programs, skill which has been valuable for themselves which is particularly important in a region and for the companies they belong to. where businesses must accelerate their • iaelyon pursues its action in terms of internationalization process. young people’s preparation and fertilization of All these missions, which contribute to the business skills by emphasizing the integration future of the Lyon Metropolis are symbolized of humanities and social responsibility into its by the iaelyon logo and its “Think Large” programs and by strengthening its partnerships signature. The integration of societal with business communities, in particular responsibility into the iaelyon’s DNA is dealt through field-based studies, life-long education with more specifically in chapter 6.8.5. of ISO and Validation of Prior Experience. 26000 standard on societal responsibility in the frame of a dialogue with communities and local development.

40% of Achievements middle and Integration of diversities disadvantaged

As an actor of French Public a context where professional lives classes & 50% Higher Education, iaelyon are both less and less linear and privileged and upholds Republican values such more and more demanding. very privileged as equal opportunities. iaelyon Statistical data on students show classes supports projects of education a social and cultural mix rate and professional integration of which is much higher than in of young students, employees and other management institutions 11% international active people training for new in France, particularly in private occupations. It should particularly institutions. Each year, 20 to students be noted that the School has a 25% of the iaelyon students on role in fostering social upward average receive a grant based nationalities mobility as an integral part 85 on social criteria. Nearly 40% of represented by of its public service mission. the students come from middle The proportion of middle and and disadvantaged classes and iaelyon students underpriviliged social classes has 50% from privileged and very always been high in its student privileged socio-professional come body profile. 84% classes. The cultural mix also from general Whether in pre-experience, field- has developed and iaelyon has education based or continuing education, each year an average of 11% of iaelyon educates, in double-skill international students from more and specialization, managers, than 85 nationalities. Finally, 17% come from entrepreneurs and experts of all iaelyon welcomes students both technological backgrounds and ages. More from general education (84%) and professional specifically, the school offers and from technological and education paths which enable professional education (17%). education working managers to revitalize in The results in terms of work presided over by a business placements are outstanding leader or manager, come and the companies are satisfied from the business world, 42% with them in the frame of their participate in the activities of the recruitments: 84% of Master’s iaelyon International Advisory 84% of Master’s graduates are professionally Board and 22% are members graduates are integrated six months after of the iaelyon Research Center graduation, 64 % of them were external Steering Committee. recruited 6 recruited at the end of their 37% of the International Advisory months after second year of the Master’s Board members are international graduation internship (results from the representatives of the academic professional integration survey for community. 31% women sit on the 2015 intake)1. the iaelyon Board of Directors, international 40% women in the aelyon 70 The governance bodies and Management team and 31% in professors of over teams are representative of the iaelyon Research Center cultural and gender diversities: external Steering Committee. 25 different Over 70 international professors nationalities with over 25 different nationalities A wide range of ages are teach each year at iaelyon. The represented among students, 31% women iaelyon governance integrates faculty and administrative staff national and international as well as in governance bodies, sit on the iaelyon representatives from the in order to foster performances Board of Directors academic and socio-economic resulting from the inter- worlds in its various bodies. generational dialogue.

Thus, 30% of the iaelyon (1) For further information, 2014 data : 87% of Board of Directors’ members, Masters’ graduates professionally integrated after 6 months with 57,8% of them recruited at the end of the Master 2 internship

Educating socially sensitive and responsible managers

iaelyon offers teaching methods and programs authorities and local institutions, consumers, aiming to educate skilled managers aware of media and all stakeholders interested in their societal responsibilities and open to the questions related to global societal responsibility links between management and humanities. and sustainable development. iaelyon expects from its graduates not only These purposes have been formalized in to have a solid basis of general and technical Intended Learning Outcomes for all the knowledge and know-how but also an attitude of iaelyon programs in addition to each specialty’s anticipation and prospective developed thanks specific skills. These skills include : to their sensitivity and open-mindeness. Taking • Integrate socially sensitive and responsible into account societal responsibility is thus part management within the missions of leaders and of the various specialized programs (marketing, managers, finance, human resources, logistics, information • Apply analytical theories to practical situations, systems, etc.) in addition to CSR and sustainable development dedicated programs. • Adapt to the diversity of the worlds with open The implementation of these programs results in mindedness, think outside the box and adjust to fostering dialogues and openness to the worlds specific contexts. among faculty, students, companies, public

iaelyon School of Management - PRME & UN GLOBAL COMPACT Report 2013-2015 SCHOOL OF MANAGEMENT 15 Measurement of the impacts on the development of the immediate environment iaelyon is aware of the scope of its impacts on its immediate environment in connection with its regional rooting. In 2012 , the School measured the impacts of its activities in the frame of the pilot Business School Impact Survey (BSIS)2 and measured their nature and scope not only in financial and economic terms but also in terms of contribution to the regional community, innovation and activities development, image and attractiveness on the impact zone. This approach helped iaelyon not only quantify and qualify its contributions to the socio-economic environement and the regional stakeholders but also innovate in its forms of communications with stakeholders thinking in terms of influence & impacts versus key figures & linear progressions. Internally, this approach enhanced the personnel’s sense of belonging and strengthened, by a mirror effect, the meaning of the missions they carry out on a day-to-day basis. This process also led to thinking expertise regionally and internationally. The more about development strategy in conjunction magazine has been designed as a space with impact objectives. for sharing experiences and disseminating In the framework of an innovating collective knowledge. The magazine alternates in-depth project conducted by 6 Schools of Management reports in which practitioners and academic in the Rhône-Alpes-Auvergne region, the measure experts confront their opinions on main issues of impacts is currently being updated in order regarding business and organization corporate to present the global Schools’ impacts on the activities and shorter articles to bring forward Rhône-Alpes-Auvergne region’s development innovative thought. The in-depth thematic of the support, on the occasion of an event which will first issue addressed the question of Finance and take place in 2016. Ethics. The second issue of IMPACTS shall be released in January 2016. In Spring 2015, iaelyon also launched a magazine entitled “IMPACTS” mainly in order to highlight for (2) First developed by the FNEGE – National Foundation for stakeholders the School’s contributions and Management Education, this process has been provided jointly by the FNEGE and the EFMD-Management Development Network to national and international management schools.

Development of societal impacts on research and education activities iaelyon is a place for producing, questioning environmental and sustainable and economic and disseminating knowledge in the field of value creation are part of the research activities Management and Business Administration. of the iaelyon Magellan research center. As in Research aims to answer stakeholders’ medicine and engineering sciences, research questions especially those related to in the field of management integrates social the impacts of Research on the societal responsibility as an action science, because responsibility of organizations. The objectives management methods are essential to the relating to enhancing understanding of the prosperity of businesses and organizations, role and impact of companies on social, and to employment growth. Support for disabled students

A scheme aiming to make education available “Handinamic towards employment” program. This to disabled students has been implemented at program aims to strengthen the employability of University Jean Moulin. Academic directors and young disabled people. Its principles of action administrative staff work in close cooperation with are volunteerism, mutual help, emulation and the “Handicap” unit in order to better address generational affinities between young people, the constraints of these students3 and help them whether handicapped or not. It also translates succeed in their studies. Support processes into student tutoring of handicapped students to enable these students to pursue their program encourage them to define a study project that is in thanks to specific arrangements such as note- keeping with their aspirations and their potential. taking assistance, educational support, time Thus, young diasabled students receive support arrangements,… Up to now, disabled students for twenty Thursday afternoons per year from four have all validated their credits and passed their students through tutored projects. degree. Since 2012, the iaelyon Master’s in (3) On average, 1% of iaelyon registered students are Human Resource Management has developed the handicapped students

Integration of iaelyon actions into University Jean Moulin green plan iaelyon takes an active part in sustainable In staff, students and faculty’s everyday life, development actions within its university. These from eco-gestures to waste sorting actions include: University Jean Moulin develops for its staff and Energy improvement of buildings students an ecogesture campaign aiming to After having produced a carbon footprint in 2011, increase awareness as regards eco-responsible University Jean Moulin has set out the objective gestures at work and in the study place. These eco- of producing a more substantial carbon footprint gestures which are easily applicable at home too, in 2016. To do so, University Jean Moulin has are linked to very varied actions: computers, waste, determined since 2014, the primary energy KW/ energies, water, safety, transportation, handicap…. hour for students and staff. This measurement unit These small insignificant daily gestures can aims to measure the impact of the university in however have a positive impact on the University terms of greenhouse gas emissions to implement greenhouse effect balance and contribute to better building energy improvement projects. Today, the protect the environment. The University, through indicators operate at 720 Kwhep per student and waste sorting processes encourages students, staff 12 500 per staff member. These indicators will be and faculty to sort as much waste as possible. For calculated each year to encourage improvement example, all staff separate paper from other waste actions. The Campus Plan 2016 aiming for in order to add value to paper through a specialized an energy improvement of buildings will be service provider: La Corbeille Bleue (The blue bin). implemented in January 2016. Intra-sites travels giving preference to More responsible public purchasing alternative modes of transport to the private Being a public university-based school, the car iaelyon administrative services have to work Located in the Business District Center, the according to the public works contracts system. University benefits from so-called “soft” urban A greener public purchasing policy has been modes of transport: the “velov ‘” and public achieved and translates into the introduction transportation (bus, metro, tramways, trains). of environmental criteria, the so-called “green Moreover, the association “la Petite Rustine” (The clauses” into the choice of offers. Thus, paper used little repair patch) was established to provide staff by the iaelyon administrative services benefits and faculty with a dozen of self-service bicycles from the FSC (Forest Stewardship Council) label for their inter-sites professional journeys. iaelyon which guarantees that forest management takes acquired a hybrid vehicle in its vehicle fleet and into account economic, social and ecological intends, starting in February 2016, to provide aspects. It also benefits from the ecolabel which staff members who have to travel in the frame of guarantees that paper’s environmental impact is their missions with a Bluely subscription so that reduced all along its life cycle. To limit staff paper they may use the Bluecars available in the Lyon consumption, all the School’s printers are set to Metropolis. default double-side and black and white printing.

iaelyon School of Management - PRME & UN GLOBAL COMPACT Report 2013-2015 SCHOOL OF MANAGEMENT 17 CSR integration in the objectives of iaelyon 6 strategic themes THE INTEGRATION OF THE CSR INTO IAELYON DNA HAS BEEN MENTIONED IN THE INTRODUCTION. BY “UNWINDING” THIS DNA, WE MAY FIND ITS GENES IN THE IAELYON DIFFERENT STRATEGY THEMES: EDUCATION, INTERNATIONALIZATION, PARTNERSHIPS, RESEARCH, HUMAN RESOURCES AND MANAGEMENT. THESE ASPECTS ARE ILLUSTRATED BY A FEW EXAMPLES TAKEN FROM EACH STRATEGIC THEMES OF THE IAELYON.

iaelyon genuinely integrates CSR into its education strategy. A particularly Education significant investment has been made in the implementation of the“success in undergraduate studies” plan aiming to help students better succeed in their studies and if need be, change program. Another action addresses the integration of teaching linking Management and Humanities. This action is particularly significant to offer perspectives and codes of social integration to young people who are not part of society’s most privileged social classes. In order to foster professional integration of young graduates, iaelyon pursues the development of field-based programs on apprenticeship and contracts of professionalization. These schemes help implement complementarity between theory and practice and foster cross- fertilization between businesses and iaelyon: businesses which welcome students enrolled in field-based programs may participate in the process of “translating” theoretical education into innovative practices. Field-based programs contribute to the development of employment because it participates in value creation in businesses and students are often recruited by the companies in which they complete their internship in positions which would not have been created spontaneously, in particular in the case of SMEs. Additionally, core faculty benefit from concrete applications of theory and may more easlily access relevant research themes having an impact on societal responsibility impact thanks to the contacts they developed with field workers.

Internatio- The iaelyon strategic Partnerships The iaelyon’s strategy aims actions consist in to better meet companies’ nalization strengthening students’ expectations in terms of preparation to work in Intended Learning Outcomes. multicultural contexts It is not merely a question through courses taught by of closely adhering to the professors from various immediate business demand countries. They also have but rather to think with them the opportunity to spend about a real prospective in one or two years abroad terms of professions. It involves during the five years increasing the proportion of necessary to obtain their external members in education Bachelor’s and Master’s steering committees as well in the frame of integrated as implementing committees studies, gap-years and bringing together business international internship’s sectors to reflect on medium and mobility. long-term job market trends and needs. Research As in medecine and engineering sciences, research in management has a particularly significant societal responsibility since it impacts in many ways a company’s health and jobs. To be relevant and significant, research relies on a close scientific observation of companies and organizations. This form of responsible research develops strongly at Ph.D. level at iaelyon, in particular in the form of intervention research dissertations, CIFRE dissertations (in-company Ph.D.) and Executive DBA dissertations.

iaelyon cannot teach Management Management in a responsible way without trying to develop excellence in its own management practices. To this end, managerial processese have been implemented and are operated on a permanent basis: internal contract of objective and means Human Among the CSR stakeholders of between the iaelyon and iaelyon, we may naturally include University Jean Moulin, Resources academic and administrative staff who management meetings, must work in synergy and in team. It is steering committees, also necessary to develop academic staff support at various resources by helping each member hierarchical levels, etc. All of the teaching body be at the cutting the innovative practices edge of teaching and research skills in terms of societal in his/her area of specialty. To do responsibility have started so, the role of the Departments to be discussed with other (Teaching & Research Poles) has Schools of Management in been strengthened to support each France. This translated into core faculty individually. Regarding the participation of iaelyon in administrative staff, the iaelyon ADERSE (Association for the societal responsibility consists in Development of Corporate making sure they can work in good Societal Responsibility) conditions and that coordination with works and in future faculty is reinforced. To this end, networking initiatives (CSR administrative service projects have Network) on the occasion been implemented and include staff of the iaelyon International on a participatory basis. Week in January 2016.

iaelyon School of Management - PRME & UN GLOBAL COMPACT Report 2013-2015 SCHOOL OF MANAGEMENT 19

P3 PRINCIPLE 3: METHODS

Principle 3 We will create educational frameworks, materials, processes and environments that enable effective learning experiences for responsible leadership Methods

Framework and Strategy

This chapter shows how strategies related to and on the other hand, in the frame of education societal responsibility are implemented on the programs. one hand with the iaelyon internal stakehoders

Achievements Towards internal stakeholders A commitment charter of the iaelyon is committed to a form of excellence in terms community of societal responsibility which goes beyond The iaelyon management brought together statutory and professional obligations. It is a the iaelyon staff in three bi-annual working necessary condition for fully playing our role as seminars on CSR in January 2014, July 2014 a public service institution, responsible of its and January 2015. This process involved the impacts and its activities to society. Dean and the management team, the directors The 10 commitments of the iaelyon community of Departments as well as the administrative members are presented hereafter in the annex 1. heads of services. The iaelyon presidents of This charter has been presented and approved associations and student representatives also during the iaelyon Board on February 26, 2015 took part in this process. First of all, reflections and has been made public on the occasion focused on the range of responsibilities in of the European Week for Sustainable everyone’s professions in conjunction with Development which was held from May 30 to internal and external stakeholders and students. June 5, 2015 at University Jean Moulin. The At the end of these seminars, participants have commitment charter is shared within the School wished to put in writing their responsibilites and posted internally, which strengthens its and commitments in order to share them. binding aspect. This document aimed to emphasize that each person, each team and all staff of the school

iaelyon School of Management - PRME & UN GLOBAL COMPACT Report 2013-2015 SCHOOL OF MANAGEMENT 21 Administrative service projects in the For example, the administrative manager of the frame of CSR Continuing education service agreed with her team Following the commitments made by the iaelyon on 5 key values to share on a daily basis: community, administrative service projects about 1. Commitment characterized by respect for the quality of relationships, service and facility hierarchy, autonomy, sense of responsibility, have been implemented. Three services supported complementarity, versatility, self-initiative. by an instructor have already been implemented 2. Mutual respect characterized by courtesy, and others are being developed so that the politeness, constructive feedback, compliance process is gradually extended to all the School’s with the rules, active listening, adaptability and administrative services. These projects help heads recognition and awareness of others’ work. of services both increase their managerial skills 3. Confidence characterized by dialogue and and bring together their teams around a collective communication, assertiveness, mutual help and project. Finally, they emphasize the service solidarity. relations which should be constantly strengthened. 4. Gratitude expressed when a service has been The experimentation launched in September provided, by going beyond provided services and 2014 concerned 3 administrative services: the giving a positive feedback. Bachelor’s service, the Continuing education 5. Sharing by acting collectively, by helping each service and the Masters’ service. other, by circulating information and creating moments of conviviality. CSR integration into the programs CSR is integrated at four levels in the programs: Education schemes highlighting CSR integration of CSR courses in the programs, of objectives of social promotion and diversity education schemes allowing to reach the iaelyon at iaelyon CSR objectives in terms of social promotion and One of the iaelyon most important responsibilities diversity, a perspective of education in general in the frame of public education is to keep equal knowledge and management-related subjects to opportunities, as part of French Republic values, strengthen general knowledge in the frame of the alive. It should also allow young people of modest iaelyon “Think Large” objective. means to succeed in their higher education studies INTEGRATION OF CSR SPECIFIC and to be able to access executive positions in COURSES INTO ALL PROGRAMS companies, outside the positive discrimination Two programs focus explicitely on the CSR schemes. Since Bourdieu’s works on social dimensions: reproduction, important efforts must be made in France in terms of upward social mobility. It • Bachelor’s in Team Management, Quality and involves in particular access to higher education Sustainable Development for the less privileged categories also with • Master’s in Social Audit, CSR and Sustainable differentiated teaching methods. French legislation Development. provides that universities accept high school Outside these programs, all Master’s students graduates in the first year without any selection. attend an Ethics and Managerial Responsibility Some of these students wish to pursue their course in their first year of Master’s (23 hours). studies sometimes without having the required In addition, CSR and Business Ethics related capacities while demonstrating other potential courses are integrated in all programs, whether talents, which is a difficulty that must be overcome. in the frame of specific seminars or within the iaelyon thinks that it would be irresponsible to courses themselves. For example, responsible fail these students again whereas they need to finance is integrated into the Master’s in Finance be helped, listened to and if necessary assisted content and Ethic Sales is likewise taught in the in switching program. Three additional schemes Marketing programs, etc. The annex 2 presents the have been implemented: the Plan to “succeed in list of CSR specific courses. In the “Partnerships” undergraduate studies”, the support in choosing part of this report, an example is also given of the best adapted programs and the development the Master’s in Finance regarding the Socially of field-based programs. Responsible Investment challenge. PLAN TO SUCCEED IN UNDERGRADUATE STUDIES PLAN The national plan to succeed in undergraduate studies has been launched by the Ministry of Higher Education and Research with the aim to cut failure rate by half among students registered in their first year at University (continued on page 24) Volunteer Program “Association & the 1,000 students enrolled in the first year of the Management” Bachelor’s in Management and allows thus to Since 2014, iaelyon has integrated in its 1st provide around 20,000 hours of volunteer work to year of Bachelor’s programs an activity entitled associations in the Lyon Metropolis. Volunteer Program Association & Management, The purpose of these associations in which worth 1 ECTS. Starting with a field experience, students have carried out their missions was as each student reflects on volunteers’ motivations, follows: the operation of an association and the role of the association in civil society. This initiative targets

Cultural Student Sport Humanitarian Leisure Medical Social Other

The testimonies of a student and an association are presented below:

“During my experience in an association, “It is somewhat incompatible to want to my missions were to assist volunteer link volunteerism and compulsory in the workers in their various Red Cross same project. But when we have been activities. I participated in a French approached by iaelyon, we have realized language course, I welcomed people that it was a great opportunity. If this with Alzheimer and I entertained them compulsory exercize could help some with educational games, I was a teaching students commit themselves and discover assistant during first aid training program, activism and if we could provide an I could sell clothes at the Vesti’boutique to impetus, it was worth the while. “ people who needed them most”. Sabine Eyssartier, responsible for Mégane Delhaye Bachelor’s 1 mobilization at Handicap International Management, French Red Cross Society (HI)

iaelyon School of Management - PRME & UN GLOBAL COMPACT Report 2013-2015 SCHOOL OF MANAGEMENT 23 At iaelyon, several tools and initiatives have been are offered within the Employment-Career service deployed, some of them for many years: with individual and collective workshops, company • The creation of a welcome and integration day presentations in the frame of career and business “Succeed at iaelyon” for the thousand students evenings, presentation of professions to students in their first year of Bachelor’s in order to let them by Alumni who present their professions and their discover their new environment and the numerous professional careers, a Management Career Fair opportunities of programs and services offered by as well as an internship and professions Fair. the School Concerning professional projects, students have • The implementation of a compulsory positioning access to TalenToday, an innovative solution helping test in Logics, French language, English language to ensure consistency between individual profile and general knowledge for 680 students and required softskills, in line with the professions • The development of tutoring through specialized targeted by the iaelyon programs. Regarding refresher courses on collective and individual professional integration, students in their 3rd year prerequisites. All first-year students are offered of Bachelor’s and in their 2nd year of Masters’s remediation in Mathematics and/or advanced are encouraged in priority to train for the Voltaire courses in French Language Certificate on the training platform and to take this • The implementation of a booklet “Paths” which exam. The Voltaire Certificate is part of the program aims to support students in their orientation during of studies for students in their 3rd year of Bachelor’s their first year of Bachelor’s in Management. Students may thus promote their additional skills in French language and command • The next restructuration of the Bachelor’s first of the French Language with their future recruiters, semester, in order to help students switch program whether in the frame of an internship research, of immediately at the end of the first semester during finding a company for field-based studies or applying the first year of Bachelor’s for a job, or as part of their function. The e-tool SUPPORT IN CHOOSING THE BEST ADAPTED “Goinglobal” facilitates the search for international PROGRAM internships/jobs. Finally, as regards the search for The objective is to help students adopt a reflexive internships or companies for field-based studies approach in order to adapt their professional project and the development of networks, iaelyon offers to their aspirations. It should also help them build a private social network Link’iaelyon to students, their education in relation to their project. A booklet businesses and Alumni. entitled “Student Path and Project” (PPE) handed out DEVELOPING FIELD-BASED STUDIES in the first semester includes two parts: the first part For several years, iaelyon has created field-based focuses on “tools vital to success, which are studied programs. Within the current portfolio, besides 9 in lectures on Student Paths and Projects as well as entirely field-based professional Bachelors’ and 8 in tutorials”. The second part focuses specifically on Master’s, one of the iaelyon’s department, Euginov, the “professional project”. offers only field-based programs from the 2nd The employment-career services also support year of the Bachelor’s to the Master’s. In the field graduates’ professional projects and then of Management, Mintzberg’s works, in particular professional integration. Individualized services its “Managers, not MBAs” book have shown the importance of linking theoretical education and professional life and reflexivity. In the frame of field- based education, students participate throughout SUPPORT IS GRADUAL AND their education in the reflection and action around DEVELOPS THROUGHOUT issues companies have to face, which is very formative intellectually and helps address not only THE STUDENT PATH complicated but also “complex” issues within the • Level Bachelor 1: improvement of self- meaning of Edgar Morin : unlike the case method, knowledge and assistance to students in their problems that occur in the economic world are now construction of an education path more nebulous than well-explained before, data are not easily accessible, solutions are multiple • Level Bachelor 2 : Knowledge, know-how and and different from the search of optimal solutions. soft skills balance in the third semester It should be noted that many companies, large • Level Bachelor 3: Personalized Professional groups and SMEs, discover the added value of such Project (PPP) students thanks to the field-programs. In the majority • Master’s: Assistance in choosing a Master’s, of cases, they recruit them at the end of their mid-term reviews of capacities in terms of studies, which helps create jobs that would not have knowledge, know-how and softskills been opened without field-based studies. STUDENT CULTURAL OPENNESS IN references from Humanities external to the sole THE “THINK LARGE“CONTEXT field of Management. iaelyon developed many actions aiming to open students to Social Sciences and Humanities, Cultural openness activities general knowledge, industrial culture and regional Student cultural enrichment is also part of iaelyon economic life. societal responsibility. The following activities may be mentioned : Introduction of Humanities in the iaelyon “Art and management” conferences: These programs conferences consist in confronting the viewpoints To develop in a more and more complex world, of a manager and an artist on the way of businesses have to find innovative solutions managing a project, of inventing new ones, of on a daily basis in order to meet their markets’ bringing people together around an idea, of challenges. Within organizations, various actors managing and motivating a team. This cycle must demonstrate their adaptation and creativity helps strengthen bridges between different qualities to innovate. Thus, the command of worlds, but also give students, executives and only a Management technique is not sufficient. business leaders the opportunity to share good To invent tomorrow’s solutions, it becomes practices and unconventional managerial styles necessary to enhance analytical models of which are part of the innovation process. A few businesses and their environment through a examples of the conferences are given in the search for meaning, a more detailed knowledge “Dialogues” part of this report. of oneself and the others, a better understanding Creativity and expression workshops: creativity of the worlds by putting people at the heart of and expression workshops help Bachelor’s all learning. “Humanities” are thus defined as students develop their innovation and creation the theoretical and empirical knowledge which capacities and interact as a group on topics aims to understand the complexity of human other than the ones studied in the frame of behaviours. This covers varied disciplines such their university studies. Within a pilot scheme, as philosophy, sociology, literature, psychology, 3 workshops have been offered to students in anthropolgy, political science, epistemology. 2014-15 and were led by a professor in charge of There is also a praxeological dimension related the Art and Management projects around poster to sensitive experience, openness to cultures graphic-design, urban planning, … thematics. but also to arts practice. The approach adopted These workshops will be offered again in 2015- within iaelyon is one of openness to Humanities 16. through the transmission of knowledge and Technological, industrial and managerial the stimulation of a more personal discovery cultures: The “Technological, industrial and and deepening approach. Students will thus managerial cultures” course is taught to develop their creative (ability to adapt) and Bachelor’s students to meet the following socialization (professional integration) skills. More objectives: generally, an openness to the diversity of the worlds helps improve each student’s reflexive • Better understanding business structurations capacities regarding the techniques they use, and operating modes as well as the challenges their experiences, their personal and professional businesses face on the basis of real cases; projects. The promotion of Social Sciences and • Understanding the interactions between the Humanities enables iaelyon to both develop context- business – manager; and strengthen its positioning by enhancing its • Discovering the industrial and technological university affiliation while producing meaning worlds. in times of strong innovation needs and major This is a classroom-based course (12 hours) ruptures to better meet the socio-economic and with an innovative teaching form. It consists in institutional worlds’ expectations. a lecture complemented by company virtual visits via videos posted on the pedagogical The internship thesis at the end of the 2nd year of platform followed by face-to-face testimonies the Master’s internship is the last building block of interviewed business leaders and managers. in the Master’s student education. Its objective is Most companies are members of the “Métallurgie to address a managerial issue after having linked Rhodanienne”, the partner industry branch of both theoretical and empirical perspectives. It is iaelyon with which the initiative has been carried now asked from students to use bibliographical out.

iaelyon School of Management - PRME & UN GLOBAL COMPACT Report 2013-2015 SCHOOL OF MANAGEMENT 25 PARTICIPATION IN CITIZEN in the organisation of conferences in link with REFLECTION ON THE REGION’S the socio-economic community and iaelyon ECONOMIC PERSPECTIVE students take part in the reflection. Each year, For several years, iaelyon has partnered with a book written by the iaelyon faculty presents a Lyon Society for Political and Social Economics synthesis of the works which deal with themes (SEPL), which has been housed at the Lyon corresponding to regional strategic challenges Chamber of Commerce and Industry for 150 such as agri-business industry development, years. The SEPL governance includes faculty business tourism, international development, from iaelyon. The iaelyon faculty participate SME funding, circular economy, etc. CSR integration at the level of student association activities iaelyon encourages student involvement in student EXAMPLES OF CSR ACTIVITIES associations as an integral part of their education LED IN THE FRAME OF STUDENT and personal development. ASSOCIATIONS In order to develop their sense of societal Serious Games responsibilities, iaelyon led CSR educational Designed and supported by the Association That’s actions intended for Presidents of students’ iaelyon, this national challenge is open to Students association and supports in particular activities in their 3rd year of Bachelor’s and in their 1st year having a social responsibility impact. of Master’s regardless of their fields and coming Association presidents’ education from all parts of France, who wish to apply their In the frame of its “integrated CSR” approach, knowledge in terms of business strategy including iaelyon has educated the Presidents of Student social responsibility. Thematics are suggested Association to the principles of the Global in cooperation with partner companies. For the Compact and PRME since 2015 and helps them second edition of this project, three companies understand societal responsibility. In the frame of (Solorea, La Poste and LCL) have invited students its educational and citizen approach, the School to reflect on topics such as responsible behaviour, believes that associations are the ideal medium the impact of new technologies on loyalty or to prepare future responsible managers. Several the role of social representations as regards the “Dean’s lunches” have been dedicated to student perception of public companies. Thus, teams have CSR education: presentation of the approach to integrate these reflections in a Business Plan within iaelyon, actions analysis within associations they will draw up. The depth of the analysis and its and recommendations in terms of sustainable link with the suggested actions are an integral part development. A meeting with the “Dialogues in of the project evaluation and therefore of the final Humanities” partner (set up by the Lyon Metropolis) ranking. has been organized to strengthen sensitivity and Enactus Association citizen awareness of the Presidents of the student The iaelyon Masters’ students are currently Association at iaelyon. developing the iaelyon Enactus association which aims to enable the emergence of a generation of young responsible and committed leaders. Enactus‘ mission is to develop their entrepreneurial spirit and commitment to society by supporting them in the implementation of social entrepreneurship projects thanks to the involvement of business professionals and the iaelyon faculty. iaelyon Enactus is currently developing 3 projects: • A collaboration with the Léon Bérard Cancer Center which aims to help post-baccalaureate students suffering from cancer pursue their studies, • A “refugee” project which aims to foster refugee integration, • A “street story” project which aims to reintegrate homeless people by educating them to become tour guides. Projects

iaelyon pursues and enhances projects and initiatives with its teams, students and in the framework of its course portfolio. From September 2016, new developments are in progress in the frame of programs: new field-based programs to meet the needs of specific sectors of activities, integration of new “Management and Humanities” courses into all Masters’ programs... The actions intended for the Presidents of student Association will also be continued.

iaelyon School of Management - PRME & UN GLOBAL COMPACT Report 2013-2015 SCHOOL OF MANAGEMENT 27

P4 PRINCIPLE 4: RESEARCH

Principle 4 We will engage in conceptual and empirical research that advances our understanding about the role, dynamics, and impact of corporations in the creation of sustainable social, environmental and economic value. Research

Framework and Strategy

iaelyon is one of the most important research dimension since it focuses on explaining the sites in the field of CSR in France (See conditions for a harmonious development of the list of CSR publications and list of the businesses in the frame of internationalization. iaelyon dissertations on CSR in the annex The Network, Innovation and Complexity 3). All research activities are designed to group is also very significant in the field of CSR integrate societal responsibility while making since businesses and organizations are often sure they strengthen research impacts and helpless nowadays when facing new economic emphasizing CSR dedicated research. Social challenges. A research group is specifically responsibility is to be found in the three cross- dedicated to Corporate Societal Responsibility disciplinary research groups in addition to the and is made up of 32 members. It is led by functional research groups within the iaelyon Professor Denis Travaillé, Director of the iaelyon Research Center: for example, the international Research Center. management group has an obvious CSR

Achievements

Research group on Corporate Societal Responsibility The increasing concerns regarding sustainable requires a multi-disciplinary approach with a development at the level of business dialogue with other human and social science management reveals the interest of a disciplines. It raises also specific research fundamental reflection on Corporate Societal questions regarding the size of organizations, Responsibility and its instrumentation in the their sectors of activity (industry, services, …), form of performance measurement and control their location (at local level and worldwide), standards and models. For many experts and their purpose (public organizations, non-pofit managers, it is today necessary to integrate organisations…). A collective work, coordinated into a same management model, economic, by Denis Travaillé, Jean-Pascal Gond and social and environmental dimensions which Emmanuel Bayle, was published in October are considered to be the three components of 2014 on the subject of “Societal responsiblility sustainable development. The management of organizations : from words to deeds”. A and corporate societal responsiblity thematic conference helped disseminate research crosses several Management disciplines and achievements to the general public.

iaelyon School of Management - PRME & UN GLOBAL COMPACT Report 2013-2015 SCHOOL OF MANAGEMENT 29 The notion of corporate social responsibility range of organizations, research offers an (CSR) created considerable enthusiasm among analysis framework and concrete examples of managers, consultants, researchers as well as CSR deployement within the French-speaking within the political, institutional and mediatic area. It aims to answer the main following spheres. However, the CSR argumentation questions: how do actors’ symbolic strategies adopted by large companies, institutions and dovetail with concrete actions implemented by organizations of all forms also generates some organizations; What difficulties do managers scepticism. The research focus on societal have to overcome in order to move from words responsibility is thus questioning the links to action in the field of CSR, what factors between CSR speeches and practices. Including facilitate or prevent ensuring socially responsible not only private companies but also a large practices in organizations ?

Socio-economic Management research group One of the iaelyon research groups created which foster the sustainable economic 40 years ago by Henri Savall, in the wake of development of companies, organizations and François Perroux’ works, entirely focuses on regions and include social responsibility. It the theme of integrated social responsibility shows that it is possible to build a scoreboard and adopts research methods relying on social with global performance and corporate social responsibility itself (in the sense of Van de responsibility indicators on the basis of a Ven’s concept of “engaged scholarship”). The qualimetric methodology. These indicators are socio-economic group is involved in a form of not limited to visible financial perfomances, action research led as an independent scientific mainly focused on short-term perspectives body “with” companies and organizations’ regardless of the considerable hidden costs stakeholders (and not “about” companies), related to socially irresponsible practices. inspired by methods used by action sciences The contributions of these research works on other than management, such as medecine Corporate Social Responsibility are detailed in or engineering sciences. Research in socio- ISEOR’s last work entitled “Socially Responsible economic management aims to develop a capitalism exists”. knowledge based on management methods

The iaelyon International Research Chair on the Week: International research development of cooperative workshop on ethics and societal and mutual benefit models responsibility In a time of great societal and economic challenges in which performance and solidarity iaelyon has developed since January 2007 the issues are raised worldwide, an in-depth “iaelyon International Week” event aiming to reflection on new ways of doing business and develop the international dimension into the organizing market economy is required. The iaelyon campus. Each year, during one week in cooperative and the mutual benefit system to January, over sixty international faculty from 25 which over a billion persons subscribe in the different nationalities are hosted by the School world appear today as an extremely serious to teach and participate in Research workshops alternative to the classic shareholder model. and in workshops on Innovative Pedagogic As a consequence, iaelyon - University Jean Methods. These workshops help stimulate Moulin, the Crédit Agricole Centre Est, world iaelyon research and foster cooperation leader in retail banking in France, and the between the colleagues from different countries Jacquet-Brossard group, Business Unit of the who participate in them. The increasing pace international agricultural cooperative group of scientific production from theiaelyon core Limagrain, have partnered to create a research faculty within the last four years in the field of Chair on the “ Development of cooperative CSR should be noted: 7 books, 31 chapters, and mutual benefit models”. The chair’s works 30 communications in scientific congresses, were presented during the Cooperatives’ 8 articles in peer-reviewed journals and two world summit in October 2014, before 4,000 educational cases. A detailed list of these representatives of cooperatives coming from publications is included as an annex. around the world. ADERSE academic association iaelyon is strongly involved in the academic organizations’ irresponsible behaviours but association ADERSE (Association for the to share knowledge allowing businesses or Development of Research on Corporate academics to be exemplary in terms of CSR and Social Responsibility, recognized by the sustainable development. These works stand FNEGE (French Foundation for Management out from other forms of CSR and sustainable Development). One of the iaelyon core development research led mainly in vitro or faculty serve as President and Treasurer. This from a single academic viewpoint. In 2015, the association aims to foster dialogue between iaelyon management submitted to ADERSE faculty and practionners on innovations in terms research work on CSR integration into the of CSR concrete practices. Research deals iaelyon strategy since its establishment 60 in particular with initiatives and experiences years ago. This research emphasizes the need made by companies and organizations in to complement CSR education with the iaelyon order to be exemplary and transparent beyond management practice excellence in order to rhetoric as regards social responsibility. educate socially sensitive and responsible Unlike other academic associations, ADERSE managers capable of in-depth analysis. does not intend to denounce companies or

Colloquia on social responsibility organized with ISEOR and the Academy of Management The iaelyon has hosted annual colloquia 2009, ISEOR organized with the “Social Issues organized by the ISEOR socio-economic in Management” division the first colloquium management research center in partnership on indicators measuring social responsibility with the American Academy of Management and sustainable development. This series of and South-American Universities for fifteen colloquia organized in transatlantic partnership years. These colloquia bring together three are simultaneously interpreted into English, hundreds researchers every year on average Spanish and French. These initiatives promoting on themes related to social responsibility: CSR are unique in Europe and have been organisational and sustainable development, officially recognized by the Academy Of innovative approaches to management control Management. in the frame of global performance, etc. In

Projects

iaelyon intends to pursue the one of PRME executives. actions already underway and Thus, the School will take the to develop them in particular opportunity of these annual through the following actions: meetings in the frame of the • Development of Chairs, in iaelyon International Week relation with businesses and to launch a “CSR/Socially organisations, in particular sensitive and responsible at the level of the of the Lyon management” club in order to Metropolis and the Rhône- build a collective reflection and Alps-Auvergne Region. to spread good practices in terms of governance, teaching • Development of international methods/programs, research research partnerships on and relationsips with external CSR. To this end, iaelyon stakeholders (companies, draws in particular on the communities and civil society). advice of Anthony Buono,

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P5 PRINCIPLE 5: PARTNERSHIPS

Principle 5 We will interact with managers of business corporations to extend our knowledge of their challenges in meeting social and environmental responsibilities and to explore jointly effective approaches to meeting these challenges. Partnerships

Framework and Strategy

iaelyon aims to develop partnerships not iaelyon has thus chosen to work with schools only at regional and national levels but also of management in order to serve company worldwide in order to foster the dissemination of development and managerial skills in countries management innovative forms through societal such as Algeria, China, Lebanon, Morocco, the responsibility while sharing good practices Czech Republic, Senegal, etc. Among the 150 with developing countries where traditional international partners of iaelyon, nearly 25% are CSR approaches are considered to be difficult PRME members. to transfer without modification. For 25 years,

Achievements

At regional and national level Constant interactions with organizations The socially responsible investment (ISR) in the territory challenge initiative led in partnership with At regional level, iaelyon dialogues with its Crédit Agricole Centre-Est and Amundi Asset stakeholders and exchanges on CSR good Management may illustrate the crossed practices. Faculty and students are in constant synergies that produce company partnerships, relation with companies in the region, which forms of innovative teaching methods and offers opportunities of reflection on CSR management research. In this framework, implementation, in particular through work and the Master’s in finance participate in the ISR internship theses or dissertations carried out Traders’Challenge. In 2014, 14 students within companies. Specifically work is done participated in a pilot scheme and in 2015, over not only within large groups such as Renault, 150 students participated. This challenge relies Auchan, SNCF, Deloitte, Le Crédit Agricole, but on a virtual investment platform developed in also within small local companies, very much an ad hoc manner by an Information Systems involved in CSR. This is the case for example of management team at University Jean Moulin. EO GUIDAGE, that specialized in the sector of It lasts for 3 months and ends with an evening disability accomodation, and which was been bringing together the students involved, the chosen as a real case study for the 2014 IMBA. supervising educational team and partners form the socio-economic world. During this evening,

iaelyon School of Management - PRME & UN GLOBAL COMPACT Report 2013-2015 SCHOOL OF MANAGEMENT 33 the challenge results are announced and awards debates, meetings with business managers are presented. The challenge top 10 winners and also with schools, associations, political are invited to visit Amundi’s trading room. The and religious associations on the subjects traders’ challenge is actually directed towards the of societal responsibility and humanism in CSR dimension since the challenge winner is not businesses. iaelyon is a partner of the “Dialogue the student whose investment will have achieved with Humanities” association, an association the best financial performance but the one whose created by the Mairie de Lyon (City Hall of Lyon) investment will have achieved the best ESG and which aims to develop inter-institutional (Ecological, Social and Governance) performance. citizenship. iaelyon is also part of the steering Investment behaviours are then studied and committee of the ALES (Lyon Ethics Association) help nurture research in the field of responsible association, a meeting place for socio-economic finance. actors on ethics and CSR themes. The School “With the global financial crisis, our profession’s participates in the responsible business meetings image has been severely tarnished. Since then, organized by the ORAVEO company along with we are facing a lot of agressiveness. It is as much Bref Rhônalpes paper (specialized in supporting an economic as a confidence crisis. It is up to us companies, in particular SMEs, in their CSR to explain that our work which can naturallly be process). Finally, iaelyon cooperates with the ethical is above all a supporting and educational Rhône Road Safety Companies Club to promote work”. road safety among students through awareness- Adrien Verlhac, head of sustainable development raising actions on professional road safety risks at Crédit Agricole Centre-Est. and energy saving. The school’s commitment was formalized in February 2015 in a partner Contributions to local think tanks charter in the presence of the Prefect for defense iaelyon also participates in local think tanks. and security and with the support of MACIF, an This is the case for example in the Valpré insurance company.

Worldwide Several programs have been created in emerging prerequisites and designed to initiate and raise or developing countries. 19% of iaelyon students awareness about socio-political, managerial and on average are registered in offshore programs economic life in Morocco. such as: • An Executive Doctorate in Business • In Senegal, the BEM Dakar School and Administration-DBA was created in 2013 in the University Gaston Berger in Saint Louis partnership with the University of Balamand in have been the iaelyon partners since 2013. Lebanon to generate managerial knowledge from These schools are involved in a CSR process innovative practices in countries from the Middle- through joint programs with iaelyon in Ethics East. This program mainly relies on qualimetric and managerial responsibility with offshore and soci-economic management research perspectives for its Master’s around the thematic methods which aim to make social responsibility of quality-safety-environment, in addition to and sustainable economic development the Master’s in Management of Pharmaceutical compatible. All students carry out an intervention Companies and Medical Technologies in which research in a company or an organization to the ethical and social responsibility dimensions improve socio-economic performance. They are taken into account. BEM Dakar has decided, assess the results with the various actors following the iaelyon recommendations, to involved and draw lessons from them which integrate the UN Global Compact and the PRME. are then compared to the various other social responsibility approaches in different cultural • In Morocco, iaelyon has been HEM Business contexts. School partner since 2006. The programs taught target Masters’ in Finance, in Marketing & Sales, At the international level, iaelyon is beginning in International Management and in Human to share innovative experiences in the field of Resources. HEM Morocco has been a school CSR with other management institutions which involved in citizen actions since 2012 in the frame participate in the PRME network. The school of its Foundation which aims to open access attended the PRME Forum held in New York in to knowledge and culture through actions such June 2015. In addition, representatives from the as University Citoyenne® (Citizen University). School participate regularly in CSR meetings at This unique concept in contemporary Morocco, regional, national and international level. consist in a series of seminars open to all without Projects

iaelyon wishes to pursue and develop the actions already launched and reflections are underway to undertake additional projects such as: • CSR & Socially sensitive and Responsible Management CLUB Project: the aim is to identify companies and organizations which signed the UN Global /PRME as well as other companies which are sensitive to this approach. iaelyon wishes to create an exchange club to move forward in the CSR challenge. Among partner companies, around twenty of them are already part of the UN Global Compact. iaelyon wishes to strengthen its links with these companies.

• With the CCEF (French Chamber of Foreign Trade), a working group is foreseen on the theme of responsible globalization.

• With the “Dialogues with Humanities” association, the iaelyon considers international cross-fertilizations to disseminate the citizen and interinstitutional dialogue worldwide, starting with its academic partners.

• iaelyon organizes the ADERSE 2016 congress on campus, in partnership with American and European universities.

• iaelyon considers adhering to the Lucie label for meetings between companies and academic bodies which intend to promote ethics, in particular in the field of responsible finance and the development of CSR indicators.

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P6 PRINCIPLE 6: DIALOGUE

Principle 6 We will facilitate and support dialog and debate among educators, students, business, government, consumers, media, civil society organisations and other interested groups and stakeholders on critical issues related to global social Dialogue responsibility and sustainability.

Framework and Strategy

One of the iaelyon’s mission is to create the and serving the territory. Every year, iaelyon conditions for Agora to set up a permanent organize events which bring together 11,000 dialogue with actors of the socio-economic, participants on average, echoing the School’s academic and institutional worlds. Beyond citizen and societal mission. conferences with a CSR dimension, iaelyon defines itself as a place for removing barriers

Achievements

Between September 2013 and June 2015, A list of these events is presented in the annex 4 iaelyon organized 13 events with a CSR of the present report. dimension, widely open (professionals, iaelyon thus asserts its major part in the students, researchers…) and which brought promotion of a “socially sensitive and responsible together 2,320 participants, mainly from the management” linking its positioning, its research socio-economic world: and programs and the expertise of its core faculty. In this context, the “Work Innovation & Health” Mornings (4th edition in 2014) have been designed in the framework of the University 5 events in 2013-14 Degree on”Management of Quality of Work Life and Health”, the “Philosophy & Management” 800 participants conference series questions and clarifies managerial practices through a philosophical reading grid. The partner event policy is in line 8 events in 2014-15 with the “socially sensitive and responsible management” dimension. iaelyon is the reference 1 520 participants interlocutor for many professional organizations (ANDRH, ANACT, …) and partner events are selected and co-developed in order to uphold iaelyon fundamental values.

iaelyon School of Management - PRME & UN GLOBAL COMPACT Report 2013-2015 SCHOOL OF MANAGEMENT 37 Conferences open to the city The will to remove barriers expressed by iaelyon translates into orginal initiatives:

4 conferences organized in 2013-2014, 300 participants in each conference. The “Art & Organized by iaelyon and the Acteurs de l’Economie Rhône-Alpes (Actors of the Management” Rhône-Alps Economy) magazine in partnership with the Musée des Beaux-Arts series of de Lyon (Lyon Fine Arts Museum), this series of conferences relies on a dialogue conferences between a business manager and an artist about the managerial dimension (innovation, team management…): • October 2013 : Thierry Roche, Architect and Michel Troisgros, Starred Chef • January 2014 : Vincent Carry, les Nuits Sonores and Guillaume Mulliez, Dimo Gestion • February 2014 : Jean Lacornerie, Théâtre de la Croix-Rousse and Georges Fontaines, Réseau Entreprendre Rhône-Alpes Alongside this series of conferences, a round table on the theme “Can Art play a part in Management Education?” was organized in November 2013 at the initiative of two faculty staff of the School (C. Falcoz et Y.F Livian).

3 conferences organized in 2014-2015, 300 participants in each conference. The “Philosophy & Organized by the iaelyon and the Acteurs de l’Economie Rhône-Alpes magazine Management” in partnership with the Faculty of Philosophy - University Jean Moulin, this series series of of meetings relies on a dialogue between a business manager and a philosopher: • Can philosophy save companies? with Bruno Roche, in charge of the conferences Company Department at the Collège Supérieur, Philosophy lecturer and Jean- Philippe Demael, Directeur General of Group Somfy (November 2014) • Can Ethics be present at all levels of the company? with Geert Demuijnck, Philosopher, Ethics Professor at EDHEC Business School and Jean-Frédéric Geolier, President of Mille et Un Repas (January 2015) • Can we lead people while pursuing utopia? with Christian Charignon, Tekhnê Architectes and Jean-Jacques Wunenburger, Faculty of Philosophy - University Moulin (February 2015).

In order to lower walls between the worlds, the iaelyon also chose to organize 3 to 4 large iaelyon Alumni evenings in Lyon cultural institutions, iaeyon Alumni alongside large exhibitions or during artistic events (Dance Biennal, “Art & Management” Contemporary Art Biennal). event • La Sucrière, 12th Contemporary Art Biennial (December 2013). • Gadagne Museum,”Lyon, center of the world !” exhibition (April 2014). • Suumer evening on the Manufacture des Tabacs Campus: artistic performance with the creation of a works of art by a grafitti artist during the evening (June 2014). • Dance Biennal: Dada Massilo spectacle and philosophical swimming-pool (Sept.25, 2014). • Lyon Contemporary Art Museum, Erró Retrospective (Nov. 18, 2014). • Lyon Fine Arts Museum, Jacqueline Delubac, the choice of Modernity (January 8, 2015). • Summer Evening on the Manufacture des Tabacs Campus: collective performance with percussions, Ryth’n Team (June 18, 2015). Projects

iaelyon pursues its Philosophy and Management series of conferences and plans several events on CSR among which a seminar on diversity in April 2016. In addition, the School will welcome the thinker Pierre Rabhi on the occasion of a large conference which will bring together 1,000 participants around the concept of “happy sobriety”.

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ANNEXES

ANNEX 1 - Societal Responsibility: the iaelyon charter of commitments

As Member of the iaelyon community, we commit ourselves to:

1. Making the societal dimension part of everyone’s work, missions and responsibilities

2. Reducing our environmental impact on a daily basis

3. Educating responsible citizens open to the worlds and aware of their managerial responsibilities

4. Developing our activities with objectives, consistent actions and feedback in a perspective of continuous progress

5. Building responsible and respectful relationships

6. Organizing group times and projects to share good working practices

7. Fostering exchanges to understand professional specificities in line with our values and missions

8. Going beyond usual work collectives to integrate dynamics of extended cooperation

9. Combining expectations and requirements from the academic world and external partners while promoting well-being and balance

10. Being responsive and proactive towards our various stakeholders

Charter approved by the iaelyon Board on February 26, 2015

iaelyon School of Management - PRME & UN GLOBAL COMPACT Report 2013-2015 SCHOOL OF MANAGEMENT 41 ANNEX 2 – PROGRAMS AND COURSES ON CSR AT IAELYON

PROGRAMS EXPLICITELY INTEGRATING CSR

Licence 2 et 3 Management des Equipes, Qualité & Développement Durable Bachelor’s 2 and 3, Team management, Quality & Sustainable Development (Field-based program) Academic Director : Nathalie Krief, Associate Professor Created in 2011 460h 2013-2014 : Bachelor’s 2 : 23 étudiants - Licence 3 : 53 students 2014-2015 : Bachelor’s 2 : 22 étudiants - Licence 3 : 52 students

Master 2 Management des Ressources Humaines et Organisation, programme Audit Social, Responsabilité Sociale et Développement Durable Master’s 2 Management HR & Organisation, Social Audit, CSR and Sustainable Development (Field-based program) Academic Director : Emmanuel Beck, Associate Professor Created in 2011 368h 2013-2014 : 18 students 2014-2015 : 13 students

Master 2 Management des Opérations et Qualité, programme Sécurité industrielle, Environnement, Certification Master’s 2 Operations and Quality Management, Industrial security, Environment, Certification (Field-based program) Academic Director : Marc Bonnet, Full Professor Created in 2003 368h 2013-2014 : 21 students 2014-2015 : 17 students

Master Management des Opérations et Qualité, Programme Manager QSE, Qualité Sécurité Environnement Master’s Operations and Quality Management, Manager Quality, Security and Environment (Field-based program, in partnership with partenariat ESQESE) Academic Director : Isabelle Géniaux, Associate Professor Created in 2012 2013-2014 : 29 students 2014-2015 : 31 students

Diplôme d’University Management de la qualité de vie au travail et santé University Degree Management of quality of life and Health in the workplace (continuing education) Academic Director : Thierry Rochefort, Adjunct Professor Created in 2012 2013-2014: 10 students 2014-2015: Not open COURSES EXPLICITELY OR IMPLICITELY INTEGRATING CSR

Achats et développement durable Purchase and sustainable development Pre-experience program – Master 2 – 23h – 2013-2014 : 10 students – 2014-2015 : 16 students http://iae.univ-lyon3.fr/formation/06330007-achats-et-developpement-durable-533136.kjsp

Audit social et environnement Social Audit and environment Pre-experience program – Master 2 – 23h – 2013-2014 : 18 students - 2014-2015 : 19 students http://iae.univ-lyon3.fr/formation/06210134-audit-social-et-environnement-148879.kjsp

Business ethics and crisis management Continuing education – Master 2 – 36h – 2013-2014: 13 students – 2014-2015 : 17 students http://iae.univ-lyon3.fr/formation/062002 09-business-ethics-and-crisis-management-fc--241905.kjsp

Démarches sécurité et environnement Security and environment processes Pre-experience program – Master 2 – 23h – 2013-2014: 21 students – 2014-2015: 16 students http://iae.univ-lyon3.fr/formation/06340019-demarches-securite-et-environnement-150022.kjsp A vérifier avec CP Déontologie, éthique et réglementation bancaire Professional deontology, Ethics and banking regulations Pre-experience program – Master 2 – 23h – 2014-2015 : 13 students

Déontologie, éthique et réglementation bancaire Professional deontology, Ethics and banking regulations Pre-experience program – Master 2 – 23h – 2014-2015 : 23 students

Déontologie des métiers de la banque et de l’assurance Professional deontology in banking and insurance functions Pre-experience program – Professional Bachelor’s – 16h – 2014-2015: 97 students - 2014-2015: 84 students http://iae.univ-lyon3.fr/formation/06220006-deontologie-des-metiers-de-la-banque-et-de-l- assurance-148364.kjsp

Développement durable Sustainable development Pre-experience program – Master 2 – 23h – 2013-2014 : 22 students – 2014-2015 : 17 students http://iae.univ-lyon3.fr/formation/06250027-developpement-durable-587743.kjsp

Développement durable et logistique inverse Sustainable development and reverse logistics Pre-experience program – Master 2 – 23h – 2013-2014 : 13 students – 2014-2015 : 13 students http://iae.univ-lyon3.fr/formation/06250035-s3b-developpement-durable-et-logistique-inverse-cours- optionnel--154243.kjsp

Droit de la santé au travail Links between psychosocial risks and Quality of life in the workplace Continuing education – University Degree – 28h – 6 students Module 4 Le lien prévention des risques psychosociaux et qualité de vie au travail Formation Continue – Diplôme d’University – 36h – 16 students

iaelyon School of Management - PRME & UN GLOBAL COMPACT Report 2013-2015 SCHOOL OF MANAGEMENT 43 Ethique et développement durable Ethics and sustainable development Pre-experience program – Master 2 – 23h – 2013-2014 : 13 students – 2014-2015 : 5 students http://iae.univ- lyon3.fr/formation/06220055-ethique-et-developpement-durable-cours-optionnel--557589.kjsp

Ethique et GRH Ethics and HRM Continuing Education – Master 2 – 23h – 2013-2014: 16 students – 2014-2015: 24 students http://iae.univ-lyon3.fr/formation/06200204-ethique-et-grh-564767.kjsp

Ethique et GRH Ethics and HRM Pre-experience program – Master 2 – 23h – 2013-2014 23 students – 2014-2015 : 23 students http://iae.univ-lyon3.fr/formation/06210438-ethique-et-grh-917948.kjsp

Ethique et politique des sociétés contemporaines Ethics and Politics in contemporay societies Pre-experience program – Bachelor’s 3 - 40h – 2013-2014: 118 students – 2014-2015 : 125 students http://iae.univ-lyon3.fr/formation/05290000-ethique-et-politique-des-societes-contemporaines-527925.kjsp

Ethique et responsabilités managériales Ethics and managerial responsibilities Pre-experience program – Master 1 – 23h – 2013-2014: 424 étudiants – 2014-2015 : 427 étudiants http://iae.univ-lyon3.fr/formation/06220065-ethique-et-responsabilite-manageriale-556543.kjsp

Ethique et responsabilités managériales Ethics and managerial responsibilities Pre-experience program - Master 1 – 23h – 2013-2014 : 34 students - 2014-2015: 34 students http://iae.univ-lyon3.fr/formation/06220259-ethique-et-responsabilites-manageriales-693507.kjsp

Gestion de la qualité et développement durable Quality management and sustainable development Pre-experience program – Licence 2 – 46h – 2013-2014 : 23 students – 2014-2015 : 21 students http://iae.univ-lyon3.fr/formation/06340000-gestion-de-la-qualite-et-developpement-durable-149117.kjsp

GRH et diversité HRM and diversity Pre-experience program – Master 2 – 23h – 2013-2014: 17 students – 2014-2015: 27 students http://iae.univ-lyon3.fr/formation/06210422-s4a-grh-et-diversite-cours-optionnel--917968.kjsp

GRH et diversité HRM and diversity Continuing education – Master 2 – 18h – 2013-2014: 16 students – 2014-2015 : 16 students http://iae.univ-lyon3.fr/formation/06210206-grh-et-diversite-564918.kjsp

Le lien prévention des risques psychosociaux et qualité de vie au travail Links between psychosocial risks and Quality of life in the workplace Continuing education – University Degree – 35h – 2013-2014: 16 students

Management des équipes et développement durable Team management and sustainable development Pre-experience program – Licence 2 – 23h – 2013-2014 : 23 students – 2014-2015 : 22 students http://iae.univ-lyon3.fr/formation/06340002-management-des-equipes-et-developpement-durable-148842. kjsp

Management des organisations et responsabilité sociale Organisation management and social responsibility Pre-experience program – Master 1 – 23h – 2013-2014: 71 students – 2014-2015 : 62 students http://iae.univ-lyon3.fr/formation/06210231-management-des-organisations-et-responsabilite- sociale-581281.kjsp Management des organisations et responsabilité sociétale Organisation management and social responsibility Continuing education – Master 2 – 15h – 2013-2014 : 23 students - 2014-2015 : 14 students http://iae.univ-lyon3.fr/formation/06210218-management-des-organisations-et-responsabilite-societale-fc--914711.kjsp

Normes, certifications et développement durable Criteria, certifications and sustainable development Pre-experience program – Licence 3 – 46h – 2013-2014 : 53 students – 2014-2015 : 53 students http://iae.univ-lyon3.fr/formation/06340004-normes-certifications-et-developpement-durable-149119.kjsp

Normes et audit environnement Criteria and environmental audit Pre-experience program – Master 2 – 11,5h – 2013-2014 : 10 students – 2014-2015 : 16 students http://iae.univ-lyon3.fr/formation/06310047-normes-et-audit-environnement-150086.kjsp

Organizational Behavior and Corporate Social Responsibility Pre-experience program – Master 2 – 23h – 2013-2014: 24 students – 2014-2015: 29 students http://iae.univ-lyon3.fr/formation/06210227-s3-organizational-behavior-and-corporate-social-responsibility-csr--148992. kjsp

Performance et développement durable des organisations Performance and sustainable development of organisations Pre-experience program – Master 2 – 23h – 2013-2014 : 18 students – 2014-2015 : 18 students http://iae.univ-lyon3.fr/formation/06220083-s3a-performance-et-developpement-durable-des-organisations-557544.kjsp

Problématique environnementale internationale International environmental issues Pre-experience program – Master 2 – 23h – 2013-2014 : 6 students – 2014-2015 : 16 students http://iae.univ-lyon3.fr/formation/24220021-problematique-environnementale-internationale-cours-optionnel--587750.kjsp

Responsabilité sociale, développement durable Social responsibility and sustainable development Pre-experience program – Master 2 – 23h – 2013-2014: 24 students http://iae.univ-lyon3.fr/formation/06210226-responsabilite-sociale-developpement-durable-581304.kjsp

Responsabilité sociale de l’entreprise Corporate social responsibility Pre-experience program – Master 2 – 23h – 2013-2014 : 29 students – 2014-2015 : 29 students

Responsabilité sociale de l’entreprise Corporate social responsibility Pre-experience program – Master 2 – 23h – 2013-2014 : 26 students – 2014-2015 : 30 students http://iae.univ-lyon3.fr/formation/02290024-responsabilite-sociale-de-l-entreprise-cours-optionnel--588016.kjsp

Responsabilité sociétale de l’entreprise Corporate social responsibility Pre-experience program – Master 2 – 23h – 2013-2014 : 10 students– 2014-2015 : 11 students http://iae.univ-lyon3.fr/formation/06250121-responsabilite-societale-de-l-entreprise-620150.kjsp

Risks management and sustainable development in Europe (1) Pre-experience program – Master 2 – 23h – 12 students http://iae.univ-lyon3.fr/formation/06220096-s3a-risks-management-and-sustainable-development-in-europe-1-cours- optionnel--150264.kjsp

Risks management and sustainable development in Europe (2) Pre-experience program – Master 2 – 23h – 2013-2014 : 21 students – 2014-2015 : 13 students http://iae.univ-lyon3.fr/formation/06220097-s3b-risks-management-sustainable-development-in-europe-2-cours- optionnel--150265.kjsp

iaelyon School of Management - PRME & UN GLOBAL COMPACT Report 2013-2015 SCHOOL OF MANAGEMENT 45 CSR SEMINARS IN THE FRAMEWORK OF THE IAELYON INTERNATIONAL WEEK 2014 January 6-11, 2014

18 hours’ seminars – Pre-experience and continuing education – 20 to 25 students per seminar http://iae.univ-lyon3.fr/formation/international-week-2014-53-intervenants-a-l-iae-lyon-issus- de-23-pays-708800.kjsp

Managing cultural diversity in organisations Tuba Birkan Ilidiri - Okan University (Turkey)

Environmental management and environmental policy Alberto Cavaliere - Università di Pavia (Italy)

The importance of crisis communication management Allen Scott Duncan - Culture Calling (France)

Sustainability marketing Canan Madran - Cukurova University (Turkey)

Diversity in work teams Lorella PIGNET-FALL – iaelyon (France)

Corporate Social Responsibility in emerging Markets Florencia Roitstein - Universidad de San Andres (Argentina)

From individual property to a global ethics Eddy Souffrant - University of North Carolina - Charlotte (USA)

Dealing with the challenge of sustainability Andrea Stocchetti - Ca’Foscari University of Venice (Italy)

HRM and work-life issues Diane-Gabrielle Tremblay - Teluq - University du Québec à Montréal (Canada) CSR SEMINARS IN THE FRAMEWORK OF THE IAELYON INTERNATIONAL WEEK 2015 January 5-10, 2015

18 hours’ seminars – Pre-experience and continuing education – 20 to 25 students per seminar http://iae.univ-lyon3.fr/formation/international-week-2015-57-intervenants-a-l-iae-lyon-issus- de-25-pays-894467.kjsp

Developing Women Leaders Alma Hall & Kenneth Sibal - Georgetown College, Kentucky (USA)

Sustainable Business: Meeting the Challenge Darren Hoad - Bath Spa University (United Kingdom)

Sustainability marketing Canan Madran - Cukurova University (Turkey)

CSR and Diversity Management Lorella Pignet-Fall - iaelyon (France)

Corporate Social Responsibility in emerging Markets Florencia Roitstein - Universidad de San Andres (Argentina)

International Business Ethics Florencia Roitstein - Universidad de San Andres (Argentina)

Collective Responsibility, University and Innovation Eddy Souffrant - University of North Carolina - Charlotte (USA)

Dealing with the challenge of sustainability Andrea Stocchetti - Ca’Foscari University of Venice (Italy)

HRM and work-life issues Diane-Gabrielle Tremblay - Teluq - University du Québec à Montréal (Canada)

iaelyon School of Management - PRME & UN GLOBAL COMPACT Report 2013-2015 SCHOOL OF MANAGEMENT 47 ANNEX 3 – Research Output integrating the societal responsibility dimension from September 2013 to August 2015

The major part of productions come from the Management and CSR – societal Responsibility- Research Group - iaelyon Magellan Research Center (32 members).

2013-2014 2014-2015 Classified peer-reviewed journals 12 8 Communications with proceedings 15 30 Other works (works’ chapter, other journals) 11 31 Works 1 7 Case studies 0 2 Colloquia and seminars 5 3 TOTAL 44 81

CLASSIFIED PEER-REVIEWED JOURNALS Astolfi, Pierre ; Chastenet, Edouard ; Marion, Alain ; Thauvron, Arnaud (2014). Méthode des multiples : contribu- tion à l’évaluation des entreprises. In : Revue Française de Gestion. septembre 2014. Vol. 40, n° 242, juin-juillet, p. 83‑101.

Bocean Claudiu George; Delattre, Miguel; Ocler, Rodolph ; Sitnikov, Catalina Soriana, (2014), « Towards a Criti- cal Study of Standardization: Corporate Social Responsibility, Discourse and Management Practices », Society and Business Review, 9(3), 298-309. de Bovis-Vlahovic, Camille, Baret, Christophe et Yalenios, Jocelyne, (2014). The contributions of the concept of ‘high reliability organisation’ to the improvement of safety and quality in French paediatric acute care services. Journal de gestion et d’économie médicales. 2014. Vol. 32, n° 5, p. 333‑352. DOI 10.3917/jgem.145.0333.

Payaud, Marielle A. ; Martinet, Alain Charles ; Géro Amoussouga, Fulbert, (2014), « La contribution de la RSE aux objectifs d’un développement durable de l’ONU », Revue Française de Gestion, 2014/8(245), 133-158.

Capelli, Sonia; Guillot-Soulez Chloé ; Sabadie William (2015). Corporate social responsibility engagement and organizational attractiveness: does communication protect when coping with crisis? Revue de Gestion des Ressources Humaines. mai 2015. Vol. 96, n° avril-juin, p. 3‑23.

De Bovis Vlahovic, Camille ; Dressayre Charlotte, (2015). Quand un jeu de cartes favorise l’appropriation d’un référentiel de compétences. In : RIMHE : Revue Interdisciplinaire Management, Homme(s) & Entreprise.Vol. 3, n° 17, p. 93‑101. DOI 10.3917/rimhe.017.0093.

François, Yolande, (2015). La professionnalisation des associations par les pratiques de gestion des compétences des acteurs associatifs produit-elle un processus de changement organisationnel ? Revue Recherches en Sciences de Gestion. septembre 2015. n° 106, p. 106.

François, Yolande, (2015). Essay on the problem of power in organizations : a Nietzschean and Hegelian approach to power. Revue internationale de psychosociologie et de gestion des comportements organisationnels. Vol. XXI, n° 52, p. 279‑293.

Bohas, Amélie ; Dagorn Nathalie ; Poussing Nicolas, (2014), « Responsabilité Sociale de l’Entreprise : quels impacts sur l’adoption de pratiques de Green IT ? », Systèmes d’Information et Management (SIM), 19(2). Everaere, Christophe ; Glée, Catherine, (2014), « Une GPEC territoriale ? de l’outil de gestion à l’institutionnalisa- tion d’une nouvelle forme de GRH », Management et Avenir, 7(73), 73-91.

Everaere, Christophe, (2014), « La mise à disposition des salariés sous-traitants chez les donneurs d’ordres : une source de malaise professionnel ? », Recherches en Sciences de Gestion, 4(103), 1-23.

George, A., Mannarini, M., & Travaillé, D. (2014). Logiques d’encastrement et de découplage au sein du déve- loppement durable. Le cas des relations entre Prestataires Logistiques et GMS. Management & Avenir, 1(67), 13–32.

Lin, Simin ; Mercier-Suissa, Catherine, (2014), « Les Born Globals chinoises de la province du Zhejiang : un exemple réussi d’insertion dans les chaînes mondiales de valeur », Revue Autrepart, 69, 71-92.

Lobre-Lebraty, Katia, (2014), « Groupes bancaires coopératifs français : quel contrôle ? », Recherches en Sciences de Gestion, 101(2), 121–144.

Payaud M.A., (2014), « Management Stratégique BoP:Une modélisation à l’épreuve d’une recherche-intervention chez Nestlé-Cameroun », Management International, 19(4)

Savall H., Zardet V. (2014). Maîtriser les coûts et performances cachés pour une performance durable. Economie et Management, 150.

Savall, Henri; Zardet, Véronique; Péron, Michel ; Bonnet, Marc (2014), « Can CSR be standardized through a So- cio-economic System Wide Sustainable Social Responsibility ? », Society and Business Review, 9(3), 232-243.

Zardet, V., & Noguera, F. (2014). Quelle contribution du management au développement de la dynamique territo- riale ? Experimentation d’outils de contractualisation sur trois territoires. Revue Gestion et Management Public, 2. 2013

Farooq, O., Payaud, M. A., Merunka, D., Valette Florence, P. (2013). The Impact of Corporate Social Responsibi- lity on Organizational Commitment: Exploring Multiple Mediation Mechanisms. Journal of Business Ethics, 18.

Mercuri, S. (2013). Repenser l’action stratégique des middle managers au sein des firmes socialement respon- sables. Gestion 2000, 129–143.

COMMUNICATIONS WITH PROCEEDINGS

Datry, Frantz ; Bonnet, Marc ; Zardet, Véronique, (2015). Méthode et outil de contractualisation pour stimuler l’implication des médecins dans le management des équipes et le développement organisationnel des hôpitaux. CALASS 2015 - italie. Ancona, septembre 2015.

Capelli, Sonia; Thomas, Fanny ; Ferreira, Bruno, (2015). Communication in relief: should we embosse the brand or the product? 18th AMS World Congress. Bari, juillet 2015.

Capelli, Sonia; Sabadie, William; Séguin, Michel, (2015). Les principes des coopératives financières contri- buent-ils à leur positionnement? 31ème congrès International de l’Association Française du Marketing. Mar- rakech, mai 2015.

Pereira Pündrich, Aline; Mercuri Chapuis, Sylvaine, (2015). « Le slow fashion à l’épreuve de l’ISO 26 000. Della : des tissus colorés dictent la mode responsable », XIIème Congrès de l’ADERSE, Strasbourg, 19-20 mars.

Pierre, Xavier, (2015). « Se représenter les parties prenantes responsables du management du territoire : vers le concept de responsabilité sociale des organisations et des territoires (rsot) », XIIème Congrès de l’ADERSE. Strasbourg, 19 -20 mars.

iaelyon School of Management - PRME & UN GLOBAL COMPACT Report 2013-2015 SCHOOL OF MANAGEMENT 49 Savall, Henri, Michel, Péron, (2015). « Le Capitalisme Socialement Responsable », in XIIème colloque de l’Association pour le Développement de l’Enseignement et de la Recherche sur la Responsabilité Sociale de l’Entreprise (ADERSE), Strasbourg, 19-20 mars.

Savall, Henri, Zardet, Véronique, (2015). « Teoria del zócalo estratégico y efecto palanca de la cohesión », in XIX Congreso Internacional de Investigación En Ciencias Administrativas (ACACIA), Durango, 20-25 avril.

Zardet, Véronique, Rasolofoarisoa, Andry, (2015). « Développement conjoint de la RSE et des performances économiques et commerciales : le cas d’une intervention socio-économique dans une PME agricole mexicaine », XIIème colloque de l’Association pour le Développement de l’Enseignement et de la Recherche sur la Responsabilité Sociale de l’Entreprise (ADERSE), Strasbourg, 19-20 mars.

Béal, Mathieu; Lecuyer, Charlotte ; Capelli, Sonia ; Sabadie, William, (2015). La contribution relative de la performance et de la solidarité perçues sur la fidélité : la distinction entre sociétaires et non-sociétaires. 31ème congrès International de l’Association Française du Marketing. Marrakech, mai 2015.

Faure-Ferlet, Axelle ; Capelli, Sonia ; Sabadie, William, (2015). Consumers’ Preference for an Alternative Organization of Exchanges: The Case of Food Products Made by Producer Co-operatives. 40th annual Macromarketing conference. Chicago, juin 2015.

Faure-Ferlet, Axelle, Capelli, Sonia et Sabadie, William, (2015). Une étude implicite des préjugés envers un label coopératif. 31ème Congrès International de l’Association Française du Marketing. Marrakech, mai 2015.

Ferchakhi, Widiane, 2015. Effet nocebo : une explication de la perception du risque envers les médicaments génériques par les consommateurs ? 31ème Congrès International de l’Association Française du Marketing (AFM). Marrakech, mai 2015.

John Ahyee, Séna ; Giordano-Spring, Sophie ; Travaillé, Denis (2015). Le management de la responsabilité sociétale influence-t-il significativement les missions du contrôleur de gestion ? 35ème Colloque AFC Comptabilité, Contrôle et Audit des invisibles, de l’informel et de l’imprévisible [en ligne]. Toulouse, mai 2015.

Lecuyer, Charlotte; Béal, Mathieu; Capelli, Sonia; Sabadie, William (2015). Best price, best quality or good values? Determinants of loyalty toward co-operative banking. 44th conference of European Marketing Academy. Leuven, mai 2015.

Lecuyer, Charlotte; Capelli, Sonia ; Sabadie, William, (2015). Does CSR means performance for consumers? An implicit study in the field of banking. 18th AMS World Congress. Bari, juillet 2015.

Savall, Henri; Zardet, Véronique, (2015). Medición del efecto palanca de la cohesión sobre el desempeňo económico, según la teoría del zócalo estratégico. Congreso IIC Medellin - Colombie. Medellin, septembre 2015.

Thomas, Fanny; Capelli, Sonia, (2015). C’est simple quand j’y réfléchis! L’impact du nombre d’informations visuelles présentées sur un pack en fonction du niveau de charge cognitive. 31ème Congrès de l’Association Française du Marketing. Marrakech, mai 2015.

Glee-Vermande, Catherine; Conbere, John et Heorhiadi, Alla, (2014). How doctoral students are advised: Case studies from France, Ukraine and the United States. In Academy of Management Annual Meeting Theme: The Power of Words Philadelphia, Pennsylvania. Philadelphie, août 2014.

Glee-Vermande, Catherine; Tucker, Danielle, (2014). « Theocratic roots and the psychological contract: how history influences views of the employment relationship and makes change difficult », 30th EGOS Colloquium, Rotterdam, 3-5 juillet.

Guérand, Anne ; Ientile-Yalenios, Jocelyne, (2014). La perception des événements sur la carrière individuelle. In : XVIIIème congrès - perspectives travail [en ligne]. Florence, Italy : AIPTLF (Association Internationale de Psychologie du Travail de Langue Française). août 2014. Lobre-Lebraty Katia (2014). « Comités d’audit et Gouvernance bancaire : le cas mutualiste », 27ème colloque d’automne de l’ISEOR : Gouvernance et Management : quelle coopération ?, Lyon, 15-16 octobre.

George, Alain ; Travaillé, Denis ; Mannarini, Michel, (2014). Inter-organizational control, substitutability between supply chain providers and stability of supply chain organization : Lessons from the case of a downstream supply chain based on the decoupling theory and the embedding of markets. IAAER - 12th World Congress of Accounting Educators and Researchers. Florence, novembre 2014.

Roche, Alexis, (2014). « Le manager exigeant et reconnaissant », 25ème colloque de l’Association de Gestion des ressources humaines (AGRH), Chester, 6-7 novembre.

Zardet, Véronique ; Datry, Franck ; Bonnet, Marc, (2014), « L’articulation entre les compétences professionnelles, l’implication des acteurs, la qualité et la sécurité des patients. Application à deux services d’urgence au Liban et au Mexique », Congrès ALASS, Grenade, 4-6 septembre.

Zardet, Véronique ; Krief, Nathalie ; Petit, Renaud, (2014), « Pilotage et management des maisons de retraite dans un contexte d’évolution inéluctable de la dépendance », Congrès ALASS, Grenade, 4-6 septembre.

George, Alain ; Travaillé, Denis ; Mannarini, Michel, (2014). Inter-organizational control, substitutability between supply chain providers and stability of supply chain organization : Lessons from the case of a downstream supply chain based on the decoupling theory and the embedding of markets. IAAER - 12th World Congress of Accounting Educators and Researchers. Florence, novembre 2014.

Martin, Emeline et Capelli, Sonia, (2014). Tourists’ perceived congruence between nation- and region-brands: A quantitative analysis. In The 5th International Conference on Destination Branding and Marketing (DBM-V). Macau, décembre 2014.

Mercier-Suissa, Catherine, 2014. Délocalisation, relocalisation et attractivité du territoire. In : Colloque international”La désindustrialisation : une fatalité ?” - Académie François Bourdon et en partenariat avec la MSH de Dijon. Dijon - Le creusot, juin. p. 1‑16.

Racat, Margot et Capelli, Sonia, 2014. Le réalisme d’une nouvelle technologie de réalité virtuelle : un antécédent à l’efficacité des outils d’aide à la vente en ligne. 5ème Rencontre du Groupe de Recherche Thématique« Innovation” de l’AIMS. Luxembourg, septembre 2014. p. 1‑11.

Bohas A., Bouzidi L., Chappoz Y. (2014), Gouvernance des systèmes d’information et éco-responsabilité. Résultats d’une expérimentation auprès d’un conseil régional, In Actes du 3ème Colloque AIRMAP, Marseille, 28-29 mai Bohas, A.(2014), Les déterminants de l’adoption du Green IT. Une exploitation de résultats d’enquête, In Actes du 19ème colloque de l’AIM, Aix-en-Provence,20-21 mai.

Faure-Ferlet A., Capelli S. & Sabadie W. (2014b), « Fais-moi savoir que tu es une coop et je te dirai si tu es socialement responsable: les coopératives auraient-elles un avantage concurrentiel sur le marché ? », 30ème congrès International de l’Association Française du Marketing, Montpellier, 14-16 mai.

Glee-Vermande, C. (2014). Le pouvoir d’influence au sein du système managinaire : Y a-t-il une place pour l’éthique ? In colloque IPM (Institut Psychanalyse et Management). 82ème Congrès ACFAS, Université Concordia. Montréal, 12-16 mai.

Lobre-Lebraty, Katia, (2014), « Comités d’audit et Gouvernance bancaire : le cas mutualiste », 27ème Colloque d’automne de l’ISEOR : Gouvernance et Management : quelle coopération ?, Lyon, 15-16 octobre.

Mercier-Suissa, Catherine, (2014), « Délocalisation, relocalisation et attractivité du territoire », Colloque de l’Académie François Bourdon, Le Creusot, 11-13 juin.

Payaud, Marielle Audrey ; Sogbossi Bocco, Bertrand ; Merunka, Dwight, (2014), « L’Attitude par rapport à l’Ethique dans les Affaires dans les Secteurs Formel et Informel de l’Economie : une Investigation Empirique dans Trois Pays Africains », 2ème Conférence Africaine de Management, Cotonou, 8-11 mai.

iaelyon School of Management - PRME & UN GLOBAL COMPACT Report 2013-2015 SCHOOL OF MANAGEMENT 51 Roche, Alexis, (2014), « How can management consulting foster socio-economic performance through enhancing recognition practices ? », 74th Annual Meeting of AOM, Philadelphia, 1-5 août.

Roche, Alexis, (2014), « Reconnaissance de la diversité et diversité de la reconnaissance », Journée AIMS/AFM/ AGRH/AFMD/AFC, Marseille, 21 mai.

Roche, Alexis, (2014), « Reconnaissance, mépris et déni. Pourquoi la reconnaissance ne s’oppose-t-elle pas simplement à la non-reconnaissance ? », 5ème Colloque International de l’ISEOR - AOM (Academy Of Management), Lyon, 11-13 juin.

Savall, H., & Zardet, V. (2014). Prévention et gestion des risques psychosociaux : une responsabilité sociale réellement partagée ? Congrès ADERSE. Aix-Marseille, 20-21 mai.

Savall, Henri ; Zardet, Véronique, (2014), « Prévention et gestion des risques psychosociaux : une responsabilité sociale réellement partagée ? », 11ème Congrès de l’ADERSE (Association pour le développement de l’enseignement et de la recherche sur la Responsabilité Sociale de l’Entreprise), Marseille, 20-21 mai. 2013

Bohas, A., Dagorn, N., & Poussing, N. (2013). Une analyse des liens entre types de Green IT et stratégies RSE - An analysis of links between Green IT types and CSR strategies. In 18ème Conférence de l’AIM. Lyon, 22-24 mai.

Farré, D., Sanchez, E., Zardet, V., & Savall, H. (2013). Analisis de equilibrio de plusvalor ante distintas estrategias de sustentabilidad. In Colloque international de comptabilité, audit et contrôle des coûts – IIC. Lyon, 5-7 juin.

Godek-Brunel, M., & Couprie, S. (2013). Proposition d’un Index de Performance Globale des ONG humanitaires Internationales. In Actes du 3ème colloque ATLAS/AFMI 2013. Montréal, 8-9 juillet

Lobre, K. (2013). Du contrôle en univers hybride : le cas des banques mutualistes françaises. In 3ème congrès transatlantique de Comptabilité, Audit, Contrôle et Gestion des coûts. Lyon, 5-7 juin.

Petit, R., & Fernandez, G. (2013). Sensibilisation des parties prenantes internes à la mise en øeuvre stratégique de la responsabilité sociétale - cas d’une organisation de l’économie sociale et solidaire. In 10ème Congrès ADERSE, 28-29 mars.

Picard, G., & Beck, E. (2013). Le “contrat d’activité périodiquement négociable” : outil de pilotage de la performance globale et durable. Cas d’entreprises. In Colloque International de Comptabilité, d’audit et gestion des coûts – IIC. Lyon, 5-7 juin.

Roche, A. (2013a). La taille de l’organisation a-t-elle une influence sur les attentes de reconnaissance de ses salariés. In 24ème Colloque AGRH. Paris, 20-22 novembre.

Roche, A. (2013b). Pour un meilleur usage de la reconnaissance dans les processus de recherche-intervention en vue d’un accroissement de la performance social et économique des organisations. In Colloque international de Comptabilité et contrôle de coûts (IIC). Lyon, 5-7 juin.

Roche, A., & Comparini, A. M. (2013). L’action publique face à des temporalités qui se concurrencent et nuisent au développement des politiques de long terme. In Colloque Journée François Perroux. Lyon, 25 septembre.

Savall, H., & Zardet, V. (2013a). La RSE, lien entre l’individu, l’organisation et la société : nouvel énoncé de la théorie socio-économique. In Congrès ADERSE. Brest, 28-29 mars

Savall, H., & Zardet, V. (2013b). La RSE, vínculo entre el individuo, la organización y la sociedad: nuevo enunciado de la teoría socioeconómica. In Congrès annuel ACACIA. Espagne. Décembre. Travaillé, D., & Naro, G. (2013a). Les sustainability balanced scorecards en question : du balanced scorecard au paradoxical scorecard. In Actes du Congrès de l’AFC. Montréal, 2-5 juillet

Travaillé, D., & Naro, G. (2013b). Questioning the Relevance of Corporate Social Performance Measurement: from “Balanced” to “Paradoxical” Scorecards. In American Accounting Association’s Annual Meeting Acts. États-Unis, 3-7 aout

OTHER RESEARCH OUTPUT

Book Chapters

Bonnet, Marc, Tabchoury, Patrick ; François, Pierre, (2015). Cooperation across hospitals: Enhancing Quality While Reducing Costs. In : Buono Anthony F., Savall Henri (2015),The Socio-Economic Approach to Manage- ment Revisited: The Evolving Nature of SEAM in the 21st Century [en ligne]. p. 287-304, S.l.: s.n. Research in Management Consulting.

Capelli, Sonia ; Mathieu, Pierre ; Sabadie, William, (2015). Do the commitments of companies regarding sus- tainable development protect them from crises? In : Travaillé D., Bayle E., Gonds J.-P. (éd.), La responsabilité sociétale des organisations - Des discours aux pratiques ?, Vuibert.

Datry, Frantz ; Fernandez, Guillaume ; Rateau, Maïté, (2015). Cooperation for new services for disabled people. In Buono Anthony F., Savall Henri (2015), The Socio-Economic Approach to Management Revisited: The Evol- ving Nature of SEAM in the 21st Century, IAP, Research in Management Consulting. p. 265-286.

Horvath, Isabelle ; Krief, Nathalie (2015), « Becoming an artist-manager: The Managerial Learning of a Theater Director », in Buono Anthony F., Savall Henri (2015),The Socio-Economic Approach to Management Revisited :The Evolving Nature of SEAM in the 21st Century, IAP, Research in Management Consulting, IAP Publishing, 173-192.

Mercier-Suissa, Catherine ; Kouevi, Eric, (2015). Ethique socio-environnementale dans les politiques industrielles en Afrique. In : Weiss, Nathalie Bordeau ; David-Xavier (éd.), Politique et Ethique : regards croisés. Bart & Jones Publishers. p. 196‑222. Naro, Gérald ; Travaillé, Denis, (2015). Piloter les paradoxes de la performance globale : pour un Paradoxical Scorecard. In : Naro, Gérald et Travaillé, Denis (éd.), Les systèmes de gestion entre simplification et complexifi- cation. ECONOMICA. p. 277‑305.

Pierre Xavier, Beck Emmanuel, Broggio Céline. (2015) « Transorganizational intervention and meso-socio-eco- nomic approach to territorial management: The Case of a Network of Environmental NGOs », in Buono Anthony F., Savall Henri (2015), The Socio-Economic Approach to Management Revisited: The Evolving Nature of SEAM in the 21st Century, IAP, Research in Management Consulting, p.339-358.

Savall, Henri; Geparth, Robert; Bonnet, Marc, (2015). The importance of the qualimetrics measurement metho- dology in assessing the impact of socio-economic intervention, In : Buono Anthony F., Savall Henri (2015), The Socio-Economic Approach to Management Revisited: The Evolving Nature of SEAM in the 21st Century, p. 119- 130.

Savall, Henri ; Michel, Péron, (2015),Socially responsible capitalism, in Buono Anthony F., Savall Henri (2015),The Socio-Economic Approach to Management Revisited :The Evolving Nature of SEAM in the 21st Century, Re- search in Management Consulting, IAP Publishing, p.103-118.

Savall, Henri ; Zardet, Véronique, (2015), « Pour une approche qualimétrique du contrôle de gestion : auto- contrôle et pilotage », in Naro, Gérald ; Travaillé, Denis (éds.), Les Systèmes de Gestion entre simplification et complexification. Economica.

iaelyon School of Management - PRME & UN GLOBAL COMPACT Report 2013-2015 SCHOOL OF MANAGEMENT 53 Voyant, Olivier; Roche, Alexis; Salmeron, Jérémy Clément, (2015), « The time factor in socio-economic interventions: short-term versus long-term Performance », in Buono Anthony F., Savall Henri (2015), The Socio- Economic Approach to Management Revisited :The Evolving Nature of SEAM in the 21st Century, Research in Management Consulting. IAP, p.155-172.

Zardet, Véronique; Rasolofoarisoa, Andry, (2015), « The challenge of a Mexican SME: mastering Growth and Preparing the Business Transmission », in Buono Anthony F., Savall Henri (2015),The Socio-Economic Approach to Management Revisited :The Evolving Nature of SEAM in the 21st Century, Research in Management Consulting. IAP Publishing, p.215-235.

Zardet, Véronique ; Rose, Samantha, (2015), « Public service modernization and socio-economic performance », in Buono Anthony F., Savall Henri (2015), The Socio-Economic Approach to Management Revisited :The Evolving Nature of SEAM in the 21st Century, Research in Management Consulting, Research in Management Consulting. IAP, p.359-376.

Bonnet, Marc; Michel, P. (2014), « Qualimetrics Intervention Research », in Coghlan, David ; Brydon-Miller, Mary, (éds.), The Sage Encyclopedia of Action Research, vol. 2, SAGE Publications Ltd.

Capelli, Sonia, (2014). S. Tamer Cavusgil. In : Mayrhofer, Ulrike (éd.), Les grands auteurs en management international [en ligne]. S.l. : Publications EMS. Grands Auteurs. p. 181‑197.

De Bovis Vlahovic, Camille ; Mercuri Chapuis, Sylvaine ; Céré, Arnaud, (2014). Perceptions Responsables : le cas de la sécurité au travail pour les acteurs du BTP. In : La responsabilité sociétale des organisations. Des discours aux pratiques ?, Vuibert.

Dominguez, Noémie ; Mercier-Suissa, Catherine, (2014).”Made in France” et déterminants de la relocalisation des activités productives des PME : le cas Easybike. In : Grand livre de l’économie PME, Gualino. p. 16 pages.

Dominguez, Noémie ; Mercier-Suissa, Catherine, (2014). Délocalisations, relocalisations et attractivité du territoire : Illustrations, In : La désindustrialisation : une fatalité? Colloque de l’Académie François Bourdon. Le Creusot, juin 2014. p. 14.

Livian, Yves ; Vinot, Didier ; De Bovis Vlahovic, Camille, (2014). Philippe d’Iribarne : Logique des cultures nationales et coopérations. In : Mayrhofer (éd.), Grands Auteurs en Management International, EMS.

Martinet AC, Payaud M.A. (2014), «RSE»,in coord. Denis JP, Martinet AC,Hafsi T.,Tannery F., Encyclopédie de la Stratégie, Paris-Vuibert-Fnege, 1073-1085

Mercier-Suissa, Catherine, (2014), « La relocalisation dans le pays d’origine est-elle un acte de RSE, créateur d’emplois ? », in Azoury, Nehme ; Bournois, Frank, (éds.), Crisis, Globalization and Governance : How to Draw Lessons ?, Cambridge Scholars Publishing, 81–100.

Mercier-Suissa, Catherine, (2014), « La relocalisation dans le pays d’origine est-elle un acte de RSE, créateur d’emplois ? », in Azoury, Nehme ; Bournois, Frank, (éds.), Crisis, Globalization and Governance: How to Draw Lessons?, Cambridge Scholars Publishing, 81–100.

Payaud M.A., Martinet AC (2014), «L’Entreprise et la Pauvreté»,in coord. Denis JP, Martinet AC, Hafsi T. ; Tannery F., Encyclopédie de la Stratégie, Paris-Vuibert-Fnege,909-923

Travaillé, Denis ; Dupuy, Yves, (2014). Le système des tableaux de bord et la cohésion stratégique et organisationnelle. In : Bollecker, Marc et Naro, Gérald (éd.), Le contrôle de gestion aujourd’hui : Débats, controverses et perspectives, Vuibert. p. 31‑44.

Bohas, A., & Bouzidi, L. (2013). Sustainable Development and Information System: Which Approaches for which Contributions? In Comby, J et al. (Ed.), Developing Sustainability. Belgin Çınar.

Mercier-Suissa, C., & Bouveret-Rivat, C. (2013). La RSE : déterminant de la relocalisation ou outil de communication ? In Mayrhofer U. & Very P. (Ed.), Le Management International à l’écoute du local (pp. 111–129). Editions Gualino. OTHER PUBLICATIONS

Charbel, Salloum; Elie, Bouri ; Laura Salloum ; Mercier-Suissa, Catherine (2015). Outside directors and firm per- formance across family generations in Lebanon. In : International Journal of Business Performance Management. vol. 16, n° 4, p. 14 p.

Xie, Lishan ; Guan, Xinhua ; Mercier-Suissa, Catherine (2015), « The Effect of Individual and Organizational Fac- tors on Employee Innovative Behavior of Travel Service Provider », Tourism Tribune, 30, 79–89.

Mercier-Suissa, Catherine ; Collin, Paul-Marc ; Khalife, Danielle (2014), « Consommateurs responsables, labelli- sation et stratégie de relocalisation des entreprises », Research and Business Link Review, 1, 11-18. Mercier-Suissa Catherine (2014), « Pourquoi les investisseurs chinois viennent en Europe ? », Business Cluster Mag, 23-26.

«Payaud M.A., (2014), “Marketing Strategies at the Bottom of the Pyramid: Examples from Nestlé, Danone, and Procter & Gamble”, Global Business and Organizational Excellence, vol. 33(2), (51-63)»

Savall, Henri; Zardet, Véronique (2014), « Action research and intervention research in the French Landscape of organizational research: the case of ISEOR », International Journal of Organizational Analysis, 22(4), 551-572.

Savall, Henri ; Zardet, Véronique, (2014), « Maîtriser les coûts et performances cachés pour une performance durable », Économie et Management, 150, 10-17.

Bohas, Amélie, (2014), « Using a tool inspired by Balanced Scorecard to assess Green IT: An implementation within a regional hospital in France », Colloque ICT4S (ICT for Sustainability), Stockholm, 24-27 août.

Mercier-Suissa Catherine (2014), « Pourquoi les investisseurs chinois viennent en Europe ? », Business Cluster Mag, 23-26.

Payaud, M. A. (2014). Marketing Strategies at the Bottom of the Pyramid: Examples From Nestlé, Danone, and Procter & Gamble. Global Business and Organizational Excellence, 51–63.

Savall, H., & Zardet, V. (2014). Maîtriser les coûts et performances cachés pour une performance durable. Revue Economie et Management, (150), 7. 2013

Ait Daoud, S., & Bohas, A. (2013). Technologies de l’Information (TI) et Développement Durable (DD) : Revue de la littérature et pistes de réflexion. In Journée Rochelaise Systèmes d’Information & Développement Durable (JRSIDD 2013). La Rochelle, 4 avril.

De Bovis, C. M., Baret, C., & Ientile-Yalenios, J. (2013). The contributions of the concept of “high reliability or- ganisation” to the improvement of safety and quality in French paediatric acute care services. In Third European Conference for High reliability organisations. Aix-en-Provence, 9-11 avril.

Martinet, A. C. (2013). Entreprises et Pauvretés: une question pertinente pour le stratégiste. Revue africaine de management, 1, 1.

Naro, G., & Travaillé, D. (2013a). Le rôle des systèmes de contrôle de gestion dans les stratégies de développe- ment durable : modèles intégrés de performance et/ou hypocrisie organisationnelle. Congrès CSEAR France. Montpellier, 2-3 mai.

Payaud M.A., (2013). «Les Communautés Locales Démunies au Cœur des Stratégies BoP». Revue Société Afri- caine de Management, vol.1(1),(17-36) 2013 Payaud, M. A., & Ag Alhousseini, M. (2013). Le produit ne fait pas la stratégie bop ! Taxonomie des pro- duits à destination des plus démunis. In 1ère Conférence Africaine de Management. Dakar, 16-18 mai.

iaelyon School of Management - PRME & UN GLOBAL COMPACT Report 2013-2015 SCHOOL OF MANAGEMENT 55 BOOKS

Buono Anthony F., Savall Henri (2015). The socio-economic approach to management revisited. The Evolving Nature of SEAM in the 21st Century. IAP Publishing Collection Research in Management consulting. Everaere, Christophe, (2015), Les emplois atypiques. Quelles réponses au besoin de flexicurité, Editions Liaisons Sociales. Lebraty, jean-Fabrice et Lobre-Lebraty Katia (2015), Crowdsourcing, porté par la foule, ISTE Editions, Collection Systèmes d’Information, Web et informatique. Naro, Gérald et Travaillé, Denis (2015). Les systèmes de gestion entre simplification et complexification. ECONOMICA. Salloum C. et Mercier-Suissa, Catherine (2015). The Researcher Handbook, Writing a Scientific Paper: Deductive Theoretical Approach. Bart & Jones Publishers. Dupuy Yves ; Travaillé, Denis (2014). Les bases du contrôle de gestion. S.l. : Economica. Collection Management. Travaillé D., Gond J.P., Bayle E. (2014), La responsabilité sociétale des organisations - Des discours aux pratiques ? Vuibert, coll. Entreprendre. Ouvrage collectif de l’Axe de Recherche Management et RSO du Centre de recherche de l’iaelyon. http://iae.univ-lyon3.fr/la-recherche-a-l-iae-lyon/centre-de-recherche-magellan/publication-la-responsabilite- societale-des-organisations-des-discours-aux-pratiques--885292.kjsp François Y. (2013). Gouvernance Ethique et Morale des Entreprises : GEME, mode d’emploi. EUE. http://iae.univ-lyon3.fr/actualites/publications/publication-gouvernance-ethique-et-morale-des-entreprises-par- yolande-francois-708540.kjsp

CASE STUDIES

Payaud, Marielle A. ; Dumalanède, Constance, (2015), « Un Marketing Stratégique destiné aux Populations démunies ‘BoP’-3 cas », Centrale de Cas et de Médias Pédagogiques (CCMP). Payaud, Marielle A. ; Dumalanède, Constance, (2015), « NUTRISET : du BtoB au BtoC -BOP en Indonésie », Centrale de Cas et de Médias Pédagogiques (CCMP).

COLLOQUIA AND SEMINARS

April 21, 2015 Unpacking Management Control Systems to Balance Profit-Sustainability Tensions - Jean-Pascal Gond Jean-Pascal Gond, Professor of Corporate Social Responsibility, Cass Business School, City University, London http://iae.univ-lyon3.fr/la-recherche-a-l-iae-lyon/centre-de-recherche-magellan/unpacking-manage- ment-control-systems-to-balance-profit-sustainability-tensions-par-jean-pascal-gond-922784.kjsp

January 7, 2015 6th international research workshop in the frame of the iaelyon International Week 2015 Session 3: “Management and Societal Responsibility of Organizations” Chair: Denis Travaillé - Caroline Coulombe, Université du Québec à Montréal (UQAM): “Internships as a CSR practice: CMA CGM internship program” - Yves Fassin, Ghent University and Vlerick Business School: “Sustainability and CSR reporting in IPOs” - Lin Ku-Jun, Tamkang University: “Corporate culture, social responsibility and performance” - Alfred Marcus, Carlson School of Management, University of Minnesot: “Innovations in Sustainability” - Tsutomu Nakano, Aoyama Gakuin University: “An Emergence of the «Ethical Fashion» in Japan: A Study of the Culture and Structure” - Darko Pantelic, University of Novi Sad: “Impact of Marketing on sustainable business practices and consump- tion patterns” - Juan M. San Martin Reyna, Universidad de las Americas Puebla: “Exploring and Comparing Social Business Responsibility in Family Business in Mexico and the UK” December 10, 2014 La responsabilité sociétale des organisations (RSO) - Des discours aux pratiques ? (CSR – From theory to practice) Conference organised on the occasion of the publication of the collective work of the Research team of the iaelyon Research Center on “Management and Societal Responsibility of Organizations” (150 participants) http://iae.univ-lyon3.fr/la-recherche-a-l-iae-lyon/centre-de-recherche-magellan/la-responsabilite-socie- tale-des-organisations-rso-des-discours-aux-pratiques-conference-895027.kjsp June 12-13, 2014 Seminar «La responsabilité sociale des entreprises et le développement durable». (CSR and sustainable development) Luciano Barin Cruz, HEC Montréal http://iae.univ-lyon3.fr/la-recherche-a-l-iae-lyon/centre-de-recherche-magellan/axe-rso/la-rse-et-le-developpe- ment-durable-par-luciano-barin-cruz-hec-montreal--835236.kjsp

April 15, 2014 Seminar : «Les nouvelles approches de la responsabilité sociale des business schools et des universités» (New approaches of Social Responsibility in Business Schools and Universities) Presentation by Professor Anthony F. Buono, Bentley University (Boston), organised by the reserach group in Socio-Economic Management.

January 16, 2014 Seminar «Que faire de la performativité ? Enjeux et perspectives du concept de performativité pour l’étude de la RSE et de la stratégie» (What to do with performativity? Challenges and perspectives of the concept of performativity for CSR and strategy ) With Jean-Pascal Gond, Professor of Corporate Social Responsibility, Cass Business School, City University, London http://iae.univ-lyon3.fr/la-recherche-a-l-iae-lyon/centre-de-recherche-magellan/que-faire-de-la-performativite- enjeux-et-perspectives-du-concept-de-performativite-pour-l-etude-de-la-rse-et-de-la-strategie-794117.kjsp

September 16-17, 2013 L’entreprise sociale en Europe, une réponse à la crise ? EMISE Symposium - European Consortium of partners of the « European Manager in the Social Economy » Organized with Jeanine Verna, Associate Professor, iaelyon 120 participants http://iae.univ-lyon3.fr/relations-entreprises/devenir-partenaire/l-entreprise-sociale-en-europe-une-reponse-a-la- crise--658338.kjsp

iaelyon School of Management - PRME & UN GLOBAL COMPACT Report 2013-2015 SCHOOL OF MANAGEMENT 57 ANNEX 4 - The 13 events on CSR organised by iaelyon from September 2013 to June 2015

Number of Date Title Guest Speakers participants

April 7, 2015 Mieux être au travail – Well-Being at Philippe Bernoux, author of the book: 120 work Conference of Philippe Bernoux « Mieux être au travail: appropriation et (Partenaire : APSE) reconnaissance». – Well being at work : appropriation and recognition March 17, Burn-Out: comprendre pour agir – 4e Thierry Rochefort, Adjunct Professor, 250 2015 Matinée Travail Innovation Santé iaelyon, Expert for Quality of Life at Work Burn-Out: Understand in order to act for the HR Direction of Groupe d’EDF – 4th exchanges on Innovation and - Alexis Poncet, Psychiatrist - Célia Health in the workplace Badet, Regional Director, PSYA - Adeline Chazit, Senior Consultant and Psycho- logist, HR consultancy Partners - Sabine Bataille, author of the book « Se recons- truire après un burn-out «- Jean-Claude Delgennes, Technologia, Director - Maître Gerbert Rambaud, Avocat en droit social au Barreau de Lyon (Lawyer)

March 17, Egalité et mixité professionnelles: de Muriel Morin, HR Vice Director, Gender 150 2015 l’influence des discours des médias mix, RSE, Orientation at GDF-Suez - et des entreprises … aux leviers Christophe Falcoz, Adjunct Professor, d’actions –Professional equality and iaelyon - mix: from the influence of media Marie Thévenet, young entrepreneur - and company rethoric… to levers of Pierre-Yves Ginet, Editor of the magazine action Femmes Ici et Ailleurs (partners : GDF-Suez and the Women Magazine Ici et Ailleurs).

January 23, L’éthique peut-elle s’inviter à tous les Geert Demuijnck, Philosopher, Ethics 300 2015 étages de l’entreprise ? Can ethics Professor, EDHEC Business School and be rooted in every level of the com- Jean-Frédéric Geolier, President, Mille et pany? – 2nd Conference of the cycle Un Repas. « Philosophy & Management » (partner: Acteurs de l’Economie Magazine) January 15, Regards croisés sur les pratiques des Nathalie Sauvanet, BNP Paribas 100 2015 philanthropes – Different viewpoints on philantrophists’ practices December 10, La responsabilité sociétale des Emmanuel Bayle, Professor, Univer- 150 2014 organisations (RSO) - Des discours sité de Lausanne - Jean-Pascal Gond, aux pratiques ? Corporate Societal Professor, Cass Business School, City Responsibility (CSR) – from words to University, London - Denis Travaillé, Pro- deeds ? fessor, iaelyon - Patrick Dham, Develop- ment Director Immobilier, Crédit Agricole Centre-est November 14, La philosophie peut-elle sauver Bruno Roche, In charge of the Corporate 300 2014 l’entreprise ? – Can Philosophy save Department at Collège Supérieur, Agrégé the company ? 1st conference fo the de Philosophie et Jean-Philippe Demael, cycle « Philosophy and Management General Director, Groupe Somfy. » (partner : Acteurs de l’Economie Magazine) October 2, Morning discussions « Qualité de Hervé Lanouziere, General Director, 250 2014 vie au travail » Quality of worklife - ANACT - Marie-Claude Pelletier, ANDRH - iaelyon (partners : PSYA, Consultant GROUPE ENTREPRISE EN ANACT) SANTE (QUEBEC) - Rémi Sintes, Consultant PSYA Rhône-Alpes & Au- vergne - Régis Mulot, Animateur de la commission QVT de l’ANDRH.

June 24, 2014 « Politique et marché : quels rôle Association Avenir Climatique, société 60 dans le développement de l’électri- Origo (électricité renouvelable). cité renouvelable ? » - Politics and market: what is their role in the deve- lopment of renewable electricity ? February 18, 1ères Rencontres « Santé et Diversité Project Coordinator: Christophe Falcoz, 120 2014 »: Risques psychosociaux et discri- iaelyon. Numerous participants (acade- mination – « Health and Diversity » : mic and practitioners), includingt Roland psychosocial risks and discrimination Gori, Emeritus Professor in clinic psy- (partners : ALLODISCRIM and the chopathology, Université d’Aix-Marseille, cabinet JLO Conseil) author of the book «Faut-il renoncer à la liberté pour être heureux ?». November 27, Conférence du cycle Tout Un Pro- With Azouz Begag, former Minister; Amé- 300 2013 gramme « Lutte contre les discrimi- lie Vidal-Simi, PDG Henkel France and nations : quoi de neuf ? » - Fighting Bernard Devert, Priest, founder of the discrimination : what’s new ? Association Habitat et Humanisme (partner : Acteurs de l’Economie Magazine) October 3, «Quand la performance de l’entre- Animated by Catherine Glée-Vermande, 200 2013 prise passe par la satisfaction des Associate Professor, iaelyon, with Benoit salariés : quels outils de mesure ?» – Montet, Rachida Haddi, Top Employeurs « When business performance relies France ; Daniel Depoisier, ACTEMS on employees’ satisfaction : what Conseil ; Pierre Montarnal, La Poste Rhô- measuring tools ? « ne-Alpes and Thierry Rochefort, EDF. (partner : Top Employeurs) September 16- L’entreprise sociale en Europe, une Numerous speakers (academic and prac- 120 17, 2013 réponse à la crise ? – Social enter- titioners, international dimension prise, an answer to the crisis ? Col- loque EMISE (consortium European Manager in Social Economy)

iaelyon School of Management - PRME & UN GLOBAL COMPACT Report 2013-2015 SCHOOL OF MANAGEMENT 59 ANNEX 5 - Correspondence Table with the UN Global Compact Principles

UN Global Compact Principles Pages in which UN Global Compact Principles are handled Human Rights Principles 7.9.13.15.27.31.37 Labour Principles 14.15.17.18.23.24.26.48 sq Environmental Principles 16.17.18.43.45.46 Anti-Corruption Principles 15.21.35.37.41.48 sq

iaelyon School of Management - PRME & UN GLOBAL COMPACT Report 2013-2015 SCHOOL OF MANAGEMENT Creation: iaelyon, Communication Department | Photographs: Lisette Photography - Pascal Muradian | February 2016